Bachelor of Adult Education, course outline – Online Distance Learning degree program for adult students


Bachelor of Adult Education (BA)

School of Social and Human Studies
Atlantic International University

The Bachelor of Adult Education (BA) program objective is to provide students with technical training necessary to work in the broad field of adult education and training; including community development, training coordination, mentorship, staff development, corporate and career training, adult education, and in-service training. Courses focus on training fundamentals, educational psychology, and adult learning behavior. The Bachelor of Adult Education (BA) program is offered online via distance learning. After evaluating both academic record and life experience, AIU staff working in conjunction with Faculty and Academic Advisors will assist students in setting up a custom-made program, designed on an individual basis. This flexibility to meet student needs is seldom found in other distance learning programs. Our online program does not require all students to take the same subjects/courses, use the same books, or learning materials. Instead, the online Bachelor of Adult Education (BA) curriculum is designed individually by the student and academic advisor. It specifically addresses strengths and weaknesses with respect to market opportunities in the student s major and intended field of work. Understanding that industry and geographic factors should influence the content of the curriculum instead of a standardized one-fits-all design is the hallmark of AIU s unique approach to adult education. This philosophy addresses the dynamic and constantly changing environment of working professionals by helping adult students in reaching their professional and personal goals within the scope of the degree program.

Important: Below is an example of the topics or areas you may develop and work on during your studies. By no means is it a complete or required list as AIU programs do not follow a standardized curriculum. It is meant solely as a reference point and example. Want to learn more about the curriculum design at AIU? (Course and Curriculum )

Core Courses and Topics in Adult Education:

    Interpersonal Communication
    Theory and Motivation
    Adult Education Methods and Procedures
    Adult Education Assessment Strategies
    Effective Verbal Presentations
    Fundamentals of Training
    Educational Psychology
    Adult Learning
    Training Perspectives
    Adult Learning and Development
    Introduction to Sociology
    Cultural Anthropology
    Human Behavior and Development Credits
    Organizational Communication
    Business Mathematics
    Principles of Psychology

Orientation Courses:

  • Communication Investigation (Comprehensive Resume)
  • Organization Theory (Portfolio)
  • Experiential Learning (Autobiography)
  • Seminar Administrative Development (Book Summary)
  • Seminar Cultural Development (Practical Experience)
  • Seminar International Development (Publications)

Research Project in Adult Education:

Bachelor Thesis Project
MBM300 Thesis Proposal
MBM302 Bachelor Thesis (5,000 words)
Publication: Each Bachelor of Adult Education graduate is encouraged to publish their research papers either online in the public domain or through professional journals and periodicals worldwide.

Career Center Bachelor of Adult Education

Job Description Bachelors in Adult Education

Adult education is the practice of teaching and educating adults. This often happens in the workplace, through ‘extension’ or ‘continuing education’ courses at secondary schools, at a college or university. Other learning places include folk high schools, community colleges, and lifelong learning centers. The practice is also often referred to as ‘Training and Development’. It has also been referred to as andragogy (to distinguish it from pedagogy). A difference is made between vocational education, mostly undertaken in workplaces and frequently related to upskilling, and non-formal adult education including learning skills or learning for personal development.

Skills for Success

  • Good communication skills
  • Good presentation skills
  • Good organizational skills
  • Professional and ethical

Employment Opportunities for Adult Education field

  • Adult Education Teacher
  • Adult Education Counselor

Professional Associations

  • American Association for Adult and Continuing Education (AAACE )
  • International Council for Adult Education (ICAE )

Resources and Tools

We understand how busy adults do not have time to go back to school. Now, it’s possible to earn your degree in the comfort of your own home and still have time for yourself and your family. The Admissions office is here to help you, for additional information or to see if you qualify for admissions please contact us. If you are ready to apply please submit your Online Application and paste your resume and any additional comments/questions in the area provided.

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Apparel, Merchandising, and Design – Apparel, Events, Hospitality Management #iowa #state #university,college #of #human #sciences,aeshm,apparel,merchandising,design,fashion,product


Apparel, Merchandising, and Design

ISU is the place to be for textiles and clothing. Our students, faculty, and staff are on the cutting edge of education in this industry. Here are some of reasons hundreds of students choose the ISU Apparel, Merchandising, and Design program:

New 2016 rankings by Fashion School show we re No. 1 in the Midwest for fashion merchandising, No. 2 nationally among public schools and colleges, and No. 2 nationally. In fashion design, we re No. 2 in the Midwest. No. 3 nationally among public schools and colleges, and No. 8 nationally.

Getting opportunities to model in, design for, or produce the annual Fashion Show — one of the largest student-produced fashion shows in the nation.

Learning in state-of-the-art facilities . such as a textiles conservation laboratory, detailed historical garment collection, apparel production center, and clothing museum expose you to new equipment and complex processes.

Using high-tech equipment like the 3-D body scanner , industrial-sized digital printer , and new design software . Hands-on experience with this equipment is hard to find at other schools and gives you an edge for internships, jobs, and graduate school.

Learning from some of the best experts in the field. Apparel, merchandising, and design faculty come from a variety of backgrounds (academic, industry, publications) that will help you learn what it takes to succeed in this field.

Bachelor of Science in Apparel, Merchandising, and Design

As an Apparel, Merchandising, and Design student, you will build a comprehensive base of knowledge about the textiles and apparel industry, including merchandising and marketing strategies, product development, and production processes. You’ll further define your career path by choosing from either the design or merchandising programs.


The design program focuses on the jobs and skills necessary to bring an apparel product to life. Within the design program, you will choose one of four concentration areas:

If you like to sketch out your ideas, doodle new designs, and envision a garment before it’s made, the creative design option may be for you. A background in textiles, pattern making, illustration, and aesthetics will give you the skills to create new looks and designs.

In the technical design option, you’ll build an understanding of industry assembly methods and quality assurance standards, such as differences in fabric coloration, performance, cost, and quality. Your skills will increase the quality in apparel products and the methods in which they re made.

Students in the product development option work to meet both the needs of consumers and designers. You’ll learn about trends and business demands and have the knowledge to plan, create, and present apparel products to fill niches within the market.

Production and sourcing management

If buttons come from Russia, and fabric comes from Indonesia, what does that mean for a consumer in the United States? Students studying production and sourcing management explore the latest technology and methods used to assemble garments in mass quantities from around the world. You’ll learn the fundamentals of production, including sourcing materials, timing deliveries, and managing cost.


If the role marketing plays in the apparel industry interests you, then the merchandising program may be right for you. Students in this option applying marketing strategies and entrepreneurial practices when buying, displaying, promoting, and selling products.

Curriculum requirements

Learning Communities

The transition to life at Iowa State University can be overwhelming at times. The freshman and transfer learning communities within AESHM provide new students with a core group of peers in similar classes. Learn more about these learning communities:

Clubs and Organizations

Connect with people who share similar interests across the ISU campus.

International Programs

Apparel, Merchandising, and Design study abroad programs

The Apparel, Merchandising, and Design program offers:

  • Summer programs in China and South Africa for international field experiences
  • A new Fu Jen Catholic University Exchange Program in Taiwan
  • Summer international internships

If you are looking for an international experience tailored to your major, contact your adviser to discuss what program fits best with your academic plan.

Study abroad opportunities

There are study abroad programs in a number of countries, and a visit to the International Programs Office can provide information for each.

Careers and Internships

An Apparel, Merchandising, and Design degree can lead to these types of careers:

  • Fashion buyer/purchasing agent/analyst
  • Marketing or product specialist
  • Showroom/sales manager
  • Trend/fashion forecaster
  • Fashion designer
  • Apparel engineer
  • Textile or clothing curator
  • Home furnishings designer

Product development/sourcing specialist

  • Product developer
  • Textile colorist or scientist
  • Materials buyer
  • Quality assurance specialist

Careers Services

Students and alumni are eligible to contact career services in the College of Human Sciences for assistance in these areas:

  • Job search materials such as resumes and cover letters
  • Job and internship search strategies
  • Interviewing skills

Internship Opportunities

Internships are available with corporate headquarters of retailers, design firms of all sites, stores, e-commerce agencies, showrooms, costumers, stylist, public relations firms, magazines, catalog companies, fair trade firms, forecasting firms, and shopping centers. For more information, visit our careers and internship page.

Past internship experiences

View previous apparel, merchandising, and design student internship experiences in Career Connections .


Facilities and Technologies

The following news stories feature some of the advanced equipment and outstanding facilities used by Apparel, Merchandising, and Design students and faculty:

Learn more about the technology and facilities we use:

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

#retail strategy


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.

Retail Pricing Strategies to Increase Profitability #online #shopping

#retail price


Retail Pricing Strategies to Increase Profitability

Updated August 04, 2016

There are many outside influences that affect profitability and a retailer s bottom line. Setting the right price is a crucial step toward achieving that profit. Retailers are in business to make a profit, but figuring out what and how to price products may not come easily.

Before we can determine which retail pricing strategy to use in setting the right price. we must know the costs associated with the products.

Two key elements in factoring product cost is the cost of goods and the amount of operating expense .

The cost of goods includes the amount paid for the product, plus any shipping or handling expenses. The cost of operating the business, or operating expense, includes overhead, payroll, marketing and office supplies .

Regardless of the pricing strategy used, the retail price of the products should more than cover the cost of obtaining the goods plus the expenses related to operating the business. A retailer simply cannot succeed in business if they continue to sell their products below cost.

Retail Pricing Strategies

Now that we understand what our products actually cost, we should look at how our competition is pricing their products. Retailers will also need to examine their channels of distribution and research what the market is willing to pay.

Many pricing strategies exist and each is used based on particular a set of circumstances.

Here are a few of the more popular pricing strategies to consider:

Mark-up Pricing

Markup on cost can be calculated by adding a pre-set (often industry standard) profit margin. or percentage, to the cost of the merchandise.

Markup on retail is determined by dividing the dollar markup by retail.

Be sure to keep the initial mark-up high enough to cover price reductions, discounts, shrinkage and other anticipated expenses, and still achieve a satisfactory profit.

Retailers with a varied product selection can use different mark-ups on each product line.

Vendor Pricing

Manufacturer suggested retail price (MSRP) is a common strategy used by the smaller retail shops to avoid price wars and still maintain a decent profit. Some suppliers have minimum advertised prices but also suggest the retail pricing. By pricing products with the suggested retail prices supplied by the vendor, the retailer is out of the decision-making process. Another issue with using pre-set prices is that it doesn t allow a retailer to have an advantage over the competition.

Competitive Pricing

Consumers have many choices and are generally willing to shop around to receive the best price. Retailers considering a competitive pricing strategy will need to provide outstanding customer service to stand above the competition.

Pricing below competition simply means pricing products lower than the competitor s price. This strategy works well if the retailer negotiates the best prices, reduces costs and develops a marketing strategy to focus on price specials.

Prestige pricing, or pricing above competition. may be considered when location, exclusivity or unique customer service can justify higher prices. Retailers that stock high-quality merchandise that isn t available at any other location may be quite successful in pricing their products above competitors.

Psychological Pricing

Psychological pricing is used when prices are set to a certain level where the consumer perceives the price to be fair. The most common method is odd-pricing using figures that end in 5, 7 or 9. It is believed that consumers tend to round down a price of $9.95 to $9, rather than $10.

Other Pricing Strategies

Keystone pricing is not used as often as it once was. Doubling the cost paid for merchandise was once the rule of pricing products, but very few products these days allow a retailer to keystone the product price.

Multiple pricing is a method which involves selling more than one product for one price, such as three items for $1.00. Not only is this strategy great for markdowns or sales events, but retailers have noticed consumers tend to purchase in larger amounts where the multiple pricing strategy is used.

Discount pricing and price reductions are a natural part of retailing. Discounting can include coupons. rebates, seasonal prices and other promotional markdowns .

Merchandise priced below cost is referred to as loss leaders. Although retailers make no profit on these discounted items, the hope is consumers will purchase other products at higher margins during their visit to the store.

As you develop the best pricing model for your retail business. understand the ideal pricing strategy will depend on more than costs. It also depends on good pricing practices .

It is difficult to say which component of pricing is more important than another. Just keep in mind, the right product price is the price the consumer is willing to pay, while providing a profit to the retailer.

RetailOasis Retail Industry Consultants – Specialists, Research Marketing, Strategies and Trends #job #search #retail

#retail agencies


Steve and his team have the ability to think strategically about the challenges and opportunities of an organisation, whilst at the same time considering the risks, capabilities and practicalities of the strategy being implemented. I have no hesitation recommending RetailOasis to any business, whether it be a turnaround, re-positioning or a business improvement project, keep up the great work guys.
Working with Steve Kulmar at RetailOasis has been an extremely positive and enriching experience. Steve has a wealth of knowledge in the retail space which has assisted us hugely when evaluating differing retail markets both locally and internationally. Steve’s attention to detail has also been invaluable when assessing the merits of the many retail investment opportunities which are presented to us.
Working with RetailOasis was a pleasure as the combination of their experience, insight and ability to challenge the status quo provided us with a really sound piece of work upon which we have launched significant change. Their capabilities enhanced our capacity to learn and their experience allowed us to understand how we might best execute. I would work with them again in a heartbeat.
With so much change and competition entering the Australian retail and digital landscape it would be a injustice to your retail strategy to not engage into some specific retail expertise. RetailOasis have provided a simple and clear guide into various aspects of our retail Omni plans and it is obvious that Steve Kulmar s experience and knowledge in our industry is second to none.
Working with the RetailOasis Team has been an absolute pleasure. They have reminded us how important it is to keep things real simple, adding huge value in assisting our business verify who our current consumer is and who our future consumer needs to be in order to continue to grow our business strategies into the future.
I first chose to work with Steve Kulmar and the team at RetailOasis because in pitching for our business, they stood out for being customer focused with a clear methodology for gaining consumer and market insights that can then be translated to meaningful strategic decisions. They are a trusted partner, and I would have no hesitation in recommending them to others.

Steve Kulmar

Former CEO of IdeaWorks founder of RetailOasis, Steve is one of Australasia’s most regarded retail marketing comms experts, with experience from Woolworths to Westfield most specialists in-between. He also sits on several public boards frequents the speaking circuit

Madeline Kulmar

Madeline is one of the founding members of the Retail Oasis team. She is Steve Kulmar’s executive assistant, support event manager and accounts payable/receivable assistant. Outside work, she is a passionate and active landscape photographer.

Paula Bogaz

Paula has a strong passion enhancing the customer experience. Bringing over 10 years of retail experience in product development, buying and merchandise planning, Paula has a strong understanding of the inner workings of retail business.

Pippa Kulmar

Pippa’s is a brand strategist. She’s worked at 2 of Australia’s largest agencies Ogilvy and M C Saatchi; on brands like Optus, Vodafone, Woolworths and KFC. She has been recognised for her work at award shows like Cannes, D AD, The One Show, London International Advertising Awards and the Australian Effies.

Online Retail: 5 Strategies for Search Marketing Success, Part 1 #merchandising

#retail job search


Online Retail: 5 Strategies for Search Marketing Success, Part 1

Did you know? Online retailers spend more on paid search advertising than just about any other industry. In fact, retailers will account for more than $3 billion of Google AdWords revenue this year.

Retailers face unique challenges in the battle for online revenue. And in this highly competitive space, technological inefficiencies and the inability to execute effectively on paid search strategies results in higher costs, lower margins, and missed opportunities.

Marin Software studied some of the world’s largest and most successful retailers, and identified 5 strategies for success. Read on for ideas to improve your own search marketing programs.

1) Allocate your budget efficiently. Retailers that efficiently allocate their budgets are able to maximize revenue without increasing spend.

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Webcast, November 3rd: 5 Key Steps to Building a Business Case for Your Sales Enablement Team

  • Measure performance by business need. Segment and analyze your paid search performance across several dimensions (product line, geography, etc.) to gain insight into ROI, unconstrained by account structure. Then allocate your budget accordingly.
  • Manage by exception to reduce wasted budget. Filter large datasets and create alerts to make smarter decisions faster. Deploy negative keywords, find and eliminate unprofitable keywords, and optimize underperforming creative.
  • Forecast performance based on revenue goals. Automated tools can build forecast models to anticipate changes in performance, allowing search marketers to hit their business targets based on adjusted revenue goals and projected budgets.

2) Capitalize on brand equity to beat out the competition. Retailers that do this are able to maximize ad visibility and create engaging brand experiences.

  • Integrate ad extensions to increase brand presence. When it comes to sitelinks in particular, make sure to align differentiated brand messaging with specific, high-value landing pages to minimize the presence of competitors and provide a more intimate retail experience.
  • Bid to position to maximize visibility. Flexible bidding solutions that can target a preferred position for brand keywords enable search marketers to increase bids immediately following a competitive shift in ad position.
  • Engage customers with expanded brand keywords. First, gain visibility into your paid search query reports and isolate the keywords that align with the needs of your customer. Then, assign each with unique landing pages that provide engaging content. Finally, generate highly relevant content that aligns with customer intent.

Stay tuned for three more strategies, coming soon. And for more information, download our white paper, “Revenue Acquisition Management for Online Retailers.” The white paper reviews the challenges in executing each strategy and highlights tools and techniques for addressing them. It’s a must-read for any search marketer in the online retail vertical.

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Retail Distribution Strategies – Video & Lesson Transcript #nike #retail #stores

#retail distribution


Retail Distribution Strategies

Retailers, such as department stores, discount stores and boutiques, sell most consumer products. In this lesson, you’ll learn about different retail distribution strategies that manufacturers employ to get their products in front of consumers.

Product Distribution Defined

Lucy is a vice president of a small kitchen appliance company that produces products that include coffeemakers, toasters, microwaves and blenders. Part of her job is to create a strategy for the distribution of her company’s products.

Lucy is working with different distribution channels and intermediaries. A distribution channel is the path Lucy’s products take as they move from her company to the consumer. Sometimes the distribution channel is direct, such as when a consumer purchases a product directly from Lucy’s company. And sometimes intermediaries are used, such as when Lucy’s company distributes its products to wholesalers who turn around and sell the products to retailers who then sell to consumers. Today, Lucy is working on retail distribution strategies. Let’s take a look at her options.

Intensive Distribution

Lucy could employ an intensive distribution strategy. An intensive distribution strategy is undertaken when a manufacturer distributes its products to any and all retailers that want an opportunity to sell them. Lucy probably will utilize a wholesaler in this approach. Rather than directly shipping to each retailer, she’ll sell to one or more wholesalers, who in turn, will sell to retailers.

This is a shotgun approach. You hope to make sales by having your product appear on as many retail shelves as possible, regardless of the type, quality or reputation of the retailer. If Lucy uses this approach, her company’s products can end up on the shelves of discount chain stores and high-end gourmet cooking stores.

Selective Distribution

Some of the appliances produced by Lucy’s company are designed for high-end consumers with an interest in gourmet cooking. These folks can be snobbish on occasion and may not purchase a product that can be found at a mere discount store. Therefore, Lucy may decide to use a selective distribution strategy.

In this strategy, the products are distributed to a select group of retailers. For example, the company’s high-end blender may only be distributed to specialty gourmet cooking stores where the sales staff are more likely to be educated and knowledgeable about the products.

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Exclusive Distribution

Lucy can also employ an exclusive distribution strategy, which means her company will distribute to only one retailer in any defined geographic region. In fact, Lucy’s company may even team up with a specific retailer, such as a high-end gourmet cooking retail chain or department store, to produce a product that is exclusive to that specific retailer.

Sometimes, exclusivity attracts consumers who perceive value in a product that is not easily obtained just anywhere. The retailer gets the advantage of no competition from others, and the manufacturer gets a retailer who’s more committed to the product. Moreover, manufacturers can often get a greater degree of control over the merchandising of the product, which helps them protect the product’s image.

Lesson Summary

Let’s review what we’ve learned. Product distribution is the process or path that a manufactured good takes to reach its intended consumer. Manufacturers employ different retail distribution strategies. Intensive distribution involves distributing your product to all retailers who are willing to sell it.

Selective distribution is a strategy of distributing your product to a selective group of retailers and is often used with high-end consumer products. Exclusive distribution is a strategy whereby you distribute to only one retailer in each geographic region or develop a product specifically for one retailer.

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Retail strategies that work – Foley Retail Consulting #jobs #in #retail #stores

#retail consultant


Having worked with Paul Foley for a number of years, I consider him to be an extremely insightful retailer and of the highest integrity as an individual. Paul s drive, experience and commitment make [ ]

Markus Beher. MD Tiger Scotland. 2016

Due to his extensive experience and leadership roles in the food retail industry, Paul Foley has a very good understanding of the makeup of the modern food retailing industry and the challenges and [ ]

Peter Robinson. MD Redburn LLC, UK. 2016

Sue Dunn is a first class operator who totally gets retail, both from a brand relationship perspective and at the coal face on the sales floor. Always strives to strike the right balance [ ]

Steve Bluff. Regional Director House of Fraser, UK. 2012

Foley Retail Consulting have been providing valuable advice for Gippo hypermarkets in Belarus for many years. Solutions are trusted and practical!

Oleg Baranovsky. Owner and CEO BelWillesden; Gippo hypermarkets. 2015

Foley Retail Consulting is a reliable source of strategic help in a start up situation. Paul Foley understands the discount food concept and its business processes, we are pleased with the outcomes!

Armin Burger. CEO Fresh Market, part of the O Key Group. Russia. 2015

Foley Retail Consulting are excellent practitioners of retail commercial due diligence in the Middle East region. They bring a focus that only a retailer can deliver!

Peter Samir. Abdullatif Alissa Group Holding Co. Saudi Arabia. 2015

I would be happy to recommend Paul Foley and the work he does as pragmatic and really relevant in today s market.

Danny Perekalsky. Marketing Director, Viktoria-Dixy Group. Russia. 2012

Paul Foley understands the importance of being relevant to the consumer and has a better than most grip of what drives results in this tough industry.

Haluk Dortluoglu. Executive Committee Member CFO, BIM. Turkey

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Retail security: Critical strategies #retail #supply #chain

#retail security


Retail security: Critical strategies

In retail, carefully applied security measures clearly benefit the bottom line. But retail security and loss prevention also covers a lot of ground.

The list of security threats includes direct theft—from random shoplifters through organized retail crime and dishonest clerks—as well as accidental loss and product diversion. And digital issues are no minor concern either, given high-profile attacks like card skimming and data theft through wireless networks.

Don’t be paranoid, just be prepared! Here’s a roundup of in-depth security coverage from CSO for large and small retailers alike. You’ll find advice from retail leaders on security from point of sale back through the supply chain and everywhere in between.

MORE ON CSO: What is wrong with this picture? The NEW clean desk test

UPDATED 9/13/2011 (Edited and formatted 8/27/2015)

Point of sale security measures

Card skimming, under-ringing, sleight-of-hand—there’s lots to watch for at the cash register.

  • Self-checkout systems remain a weak spot
  • Video analytics are useful but need improvement
  • Consider RFID tags that monitor movement of high-value goods
  • Encrypt data all the way from card scanner through backend systems

Cash, cards, inventory and customer data intersect at the point of sale. Here’s how to keep your defenses up to date.

MICROS Systems’ CISO on allowing remote point-of-sale support without opening customers up to potential breach

  • Crooks broke into retail locations and replaced checkout PIN pads with ones that would capture card data for later theft.

Criminals’ use of phony checkout devices illustrates the need for coordinated retail defensive measures.

PCI DSS compliance

Retailers (and everyone else) who use credit cards have to play by new rules. This section offers practical coverage of the PCI Data Security Standard and how it applies to your business. How to reduce PCI scope

Expert guidance on saving time and money by carefully scoping PCI validation efforts.

Compensating controls are a standard part of any security posture. But what makes an effective compensating control?

Encryption seems like the simple answer to data security problems. So why is end-to-end encryption not ubiquitous? Implementation challenges abound. Here’s how to handle encryption’s ‘key issues’.

Two PCI QSAs offer compliance strategies for PCI’s application security requirements.

Wireless security

The role of wireless networks continues to grow in retail operations. Don’t let these networks be a weak spot where criminals can intercept important data.

Retailers who offer their customers wireless connectivity face some risk from programs like the Firefox plugin Firesheep, which identifies users on an open wireless network who are visiting an insecure website.

Whether your wireless is for customers or for back-office use, you should know the basics of keeping unwanted activity off your network.

How to investigate employee theft

Security and investigative tactics for making sure retail employees aren’t skimming from the till or making sweetheart deals for their friends.

Field techniques and tests for detecting internal retail theft, including double buys, combination buys, and refund buys. Excerpted from Private Security and the Investigative Process by Charles Nemroth. Nemroth also provides a sample report form to help ensure retail investigations are thorough and well-documented .

  • Demonstrating consistent attention to security and to investigation of theft helps discourage insider crimes.
  • Conduct occasional field tests involving complicated purchases, and closely document sales prices and cashier behavior.
  • Security tests should also note and improve customer service procedures.

Shoplifting, boosting, retail theft

Knowing how thieves operate is half the battle in preventing these types of retail crime.

Investigations leader Brandon Gregg says stores should keep their focus on the floor to beat booster rings.

The 2010 Global Retail Theft Barometer finds theft was down from 2009 rates. But more than a quarter of U.S. retailers were still impacted by crime.

Technologies that offer convenience to shoppers also assist criminals (including employees) with retail theft.

  • Common scams include counterfeit coupons, self-checkout fraud, sweetheart deals, building a ‘bank’, refund fraud

With the economy tanking, security pros see a spike in old-time thievery. And what do people steal in recessionary times? Cash, clothes, cigarettes, copper—pretty much everything.

Organized retail crime (ORC or ORT)

Small, loosely connected gangs illustrate the challenge of stopping organized retail theft.

Key defensive strategies include:

  • Diverse hiring in the security department
  • Intergroup collaboration like LERPnet
  • Surveillance technology
  • Partnerships between stores and local law enforcement

Loading dock and supply chain security

Companies struggle to secure the loading dock, that sensitive spot where inventory comes in and goes out. Follow these best practices and sleep better tonight.

Supply chain security is being remade by black swan events, economic blahs, and more. What can a CSO do to keep goods and information flowing?

Case study: Business-focused retail security

Aligning corporate security with corporate priorities makes everyone’s fortunes rise. A look behind the counter at Dunkin’ Donuts’ parent company. [Note: full article requires Insider registration.]

  • Integrating point-of-sale and video speeds investigation and collects reliable evidence
  • Derive security goals from business goals including mission statement
  • Focus metrics on how security activities increase company and business partner profits

Selected older retail security articles. Most of the best practices and security issues discussed remain applicable today.

Cash handling and restaurant loss prevention

Friendly’s Restaurants’ Ernie Patnode approaches cash management with a lot of common sense, a little technology and, yes, politeness (2006)

Fencing stolen goods

Criminals use online auctions as a place to unload stolen, diverted and counterfeit products. (2005)

Loss prevention experts like Tiffany CSO David McGowan say closer integration among security disciplines will go a long way toward managing the retail industry’s myriad risks (2004)

Preventing card-not-present fraud

In the struggle to prevent fraudsters from turning stolen credit cards into cash online, retailers are the country’s last, best defense (2006)

Product diversion costs manufacturers millions, but often isn’t technically illegal. CSOs say combating diversion involves equal parts investigation and corporate politicking (2005).