1 RetailStrategy

RETAIL Excellence
Retail Strategy RetailStrategy
NathalieRAMANANTSOAFRAT
2012
Agenda
Introduction Strategic approach to retail S Store l location decision making i d i i ki Conclusions

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT 2
INTRODUCTION
A common definition
The sale of commodities or goods in small quantities to ultimate consumers consumers Websters Di ti W b t Dictionary
ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT
Retail is the final step in the Consumer Product Value Chain

Consumer Product, Distribution & Retail Value Chain
Supplier Consumer Products: Primary Production Consumer Products: Consumer Packaged Goods (CPG) Distribution
INTRODUCTION
Manufacturer
Transporter
Wholesaler/Distributor Retailer
Retail
INTRODUCTION
Why is excelling at Retail level so important?
What key trends shape todays Retail business issues?
INTRODUCTION
Consumer Market Organization Technology
What are the Retailers key stay-awake stakes?
INTRODUCTION
Agenda

STRATEGICAPPROACHTORETAIL
Distribution is part of the Marketing-Mix
MARKETING MIX
Product
Pricing g
Promotion
Distribution Place
Channel Strategy
Channel Management
and a key component of most Business Model

KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER SEGMENTS
KEY RESOURCES
CHANNELS
COST STRUCTURE
REVENUE STREAMS
10
The Nespresso Success Story: a case about finetuning Retail strategy & Business Model
Searchingalongand windingroutetoriches. i di t t i h
11
Retail Companies Follow the Same Basic Process Model

High Level Process Model
STRATEGY
Plan
Buy
Move
Sell & Service
Infrastructure Finance, HR, IT, Legal
12
Elements of a typical Retail Strategy
Marketanalysis:Goods/servicescategory Competitiveenvironment&trends Organisationalmissions Ownership&managementalternatives Positioningandambitions g Economics Consumersprofiles
Situation analysis
Objectives
Targeting
Segmentation Relevantmarketingmix Value Chain ValueChain
Business model
Levers(controllable&uncontrollablevariables) Daily&shorttermoperations Responsestoenvironment
Control
Evaluation Adjustment
Feedback
Channel strategy is strongly shaped by intensity of distribution

Intensivedistribution:
Demandsmalllotsizes(andfrequentpurchases) ( q p ) Demandhighspatialconvenience Demandlowdelivery/waitingtimes Frequently,lowconsumerinvolvement q y,
Selectivedistribution:
Higherconsumerinvolvement Greaterwillingnesstosearch Demandforspatialconvenienceislower
Exclusivedistribution:
Interactionwithothermarketingmixelementsishigh Locationplaysakeyroleindefiningtheproduct Brandtiedtolocation
Sales will always increase in the short term by moving to intensive distribution.
Target marketing techniques and their strategic implications

MassMarketing Mass Marketing
Location Offerings mix
(products & services)
Differentiated Marketing M k i
Near a large population base p p Distinct offerings aimed at each segment g Different media & messages for f each segment h t Depending on segment Multiple specific strategies, directed at heterogeneous groups
Concentrated Marketing k i
Near a small or medium p p population base Selection geared to market segment g Direct mail, e-mail, subscription, phoning, etc. t High or low One specific strategy directed at a limited groups of customers f
Near a large popu a o bas population base Wide selection of medium quality items
Strategicimplications
Promotion efforts
Mass advertising
Pricing
Popular prices One general strategy for a large homogeneous group of consumers
Strategy
15
Overview of a Retailer Value Chain
16

Define Define Strategy
Source& Source & Develop Products Manage Logistics& Warehouse g Manage Communication &Promotion Manage Manage Business Performance Manage Store Orders
Plan Merchandise
Build Collection
HandleStore H dl S Operations
1. Market&competitionanalysis 2. Strategy definition / Business Model Definition Strategydefinition/BusinessModelDefinition 3. ValuePropositionbuilding: Offerpositioning PricingandPromotionstrategy 4. Merchandisingstrategy 5. Productdevelopmentstrategy 5 Product development strategy 6. Sourcingandnegotiationpolicydefinition 7. Definitionofqualitymanagementstandards 7 Definition of quality management standards

Plan Plan Merchandise
Source& Source & Develop Products Manage Logistics& Warehouse g Manage Communication &Promotion Manage Manage Business Performance ManageStore Manage Store Orders
Define Strategy
Build Collection
1. DevelopMerchandisingplan 2. Developcentralassortmentplan 3. Developstoreassortmentplan
18

Build Collection
Source& Source & Develop Products Manage Manage Logistics& Warehouse g Manage Communication &Promotion Manage Manage Business Performance ManageStore Manage Store Orders
Define Strategy
Plan Merchandise
1. Preparethecollection 2. Setupthecollection 3. Definevisualmerchandisingguidelines
19

Source& Develop Products
Manage Logistics& Warehouse Manage Communication &Promotion Manage Manage Business Performance ManageStore g Orders
Define fi Strategy
Plan Merchandise
Build ld Collection
HandleStore H dl St Operations
1. Newvendorsprospecting 2. Evaluationandpreselectionofvendors 3. Productspecifications 4. Productdevelopment 5. Analysisofresponsesandselection 6. Negotiation 7. Productsetupfinalization 8. Producttesting 9. Productlisting


Source& Source & Develop Products
Define Strategy
Plan Merchandise
Build Collection
Manage Logistics& Warehouse
Manage Communication &Promotion
HandleStore H dl St Operations
Manage Manage Business Performance
ManageStore Manage Store Orders
1. Vendorsordermanagement 2. Outsourcingmanagement 3. Importmanagement 4. Reception 5. Allocation 6. Physicalpreparationofmerchandising 7. Shipping/Invoicing/Transportation 8. Warehousemanagement(Central/Regional) 9. Returntovendormanagement


Source& Source & Develop Products Manage Manage Logistics& Warehouse
Define Strategy
Plan Merchandise
Build Collection
Manage Communication &Promotion
Handle Handle Store Operations
Manage Store Orders
1. DefineCommunicationpolicy 2. DefinePromotionplan 3. Finalizepromotionplan 4. ManagePromotionandCommunication
22

Source& Source & Develop Products Manage Manage Logistics& Warehouse Manage Communication &Promotion
Define Strategy
Plan Merchandise
Build Collection
HandleStore Handle Store Operations
Manage Store Orders
1. Receivingmerchandiseinstore 2. Inventorymanagement 3. SalesForcemanagementandtraining 4. CustomerServicemanagement 5. Checkoutmanagement 6. Shelfmanagement
23

Source& Source & Develop Products Manage Manage Logistics& Warehouse Manage
Define Strategy
Plan Merchandise
Build Collection
Handle Handle Communication Store Operations &Promotion
Manage Business Performance
Manage Store Orders
1. Analysisofdataactivity 2. Markdownandpricemanagement 3. Intrastorestransfers 4. Collectionendmanagement(residualstocks)
24

Source& Source & Develop Products Manage Manage Logistics& Warehouse Manage Manage Manage Business Performance
Define Strategy
Plan Merchandise
Build Collection
Handle Handle Communication Store Operations &Promotion
Manage StoreOrders
1. Forecasting 2. Planning/OTB 3. Budgetmanagement 4. Ordermanagement 5. AutomaticReplenishmentforpermanentitems 6. Replenishmentforseasonalproduct
25
Gucci's Case study: distribution is a massive stake

Analysis of Gucci Costs Structure $2 666
millions
COGS 31,2%
R E V E N U E
General & Admin. 12,2% 12 2% Store 20,3% Communication 6,3% Selling 1,7%
Warehouse 1,3%
Gross Margin 68,8%
Operating Margin 27%

Source : Annual Report 2000
In the scope of the distribution stakes ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT 26
Gucci's Case study : in a higher competitive environment Luxury Sectors face two major retail issues
Issue 1
Improve Products availability i stores il bilit in t
While reducing costs of inventory i t
Issue 2
Increase diffusion of products to increase revenue
While maintaining store quality, quality brand image image, and client service
The optimization of the distribution is a critical success factor for Gucci Group.
27
Gucci Group distribution pattern is challenged by the number of products managed p g

G cci Gro p manages abo t 200 000 references (M d l / F b i / GucciGroupmanagesabout200000references(Model/Fabric/
Color)peryear:
Gucci:160000references/year /y YSL:30000references/year
Gucci Group produces more than 6 millions pieces each year: GucciGroupproducesmorethan6millionspieceseachyear:
Gucci:6000000pieceseachyear YSL:500000pieceseachyear
Guccialonecreates6collectionsperyear:
4womencollectionsperyear 2mencollectionsperyear
28
Case study: Gucci Group has become a complex g group in which different store formats coexist p
Control of image and concept

Directly operated stores p LEV VEL OF CONTROL 100%
Retail distribution
Clients fidelity Higher profitability
Shop in Shop
Higher growth and better geographical coverage
Corners < 50% Multi Brands Stores
Wholesale distribution
Recruitment of New Clients Less sensitive to economic fluctuations
29
Case study: Guccis distribution strategy consists of expanding its retail while consolidating its wholesale
Retail
317 Directly Operated Stores Gucci Brand (2012) Openings : 5-10 per annum Segment stores :
Jewelry stores Accessories stores
Wholesale
Department and specialty Stores (301 doors) d )
Europe : increase number of doors US : continue strong performance in best retailers
Franchises (30 stores)

Li it d b t strong i special markets i l k t Limited, but t in
Growth relay : Latin America, Asia

Royalties 4% Wholesale 29%
Duty-Free (54 stores)

Continue strong performances in select doors
Revenue R by Channel
Retail 67% Retail67%

Source : Annual Report; Gucci Corporate Website
30
Why have channel strategy issues become so important?

Executives today recognize the pressing need to:
Implementnewwaystogotomarket Implement new ways to go to market Aggressivelyexpandchannelmixtodriverevenuegrowth. Makehighlyinformed,strategicdecisionsaboutwhichchannelsto p pursue.
Decidewhichproducts/marketsshouldbeservedthroughwhich channels.
Preemptcompetitorsfromlockingupchannels.
31
Determining the right channels is becoming more critical as companies develop a multi-channel approach to sales
Channel Brick and Mortar (DOS Corners, etc) (DOS, Corners etc ) Catalogue Website Telephone p Direct Mail, eMail In Home Print Ad Inserts/Circulars TV, Radio and Print Ads Sell Sell, Drive Traffic to Store Drive Traffic to Store, Sell Service, Drive Traffic to Store , Communicate Offers/Rewards
(Mass, Segment, Personalized)
Main Goal
Service, Sell S S Communicate Mass Offers Drive Brand Awareness, sell
Increased consumer needs, market fragmentation and harsher needs competition calls for a diversification of access to consumers
Two issues/questions shape channels strategy: Structure and Management

Howtostructure Howtostructure alternativechannels tocapture to capture themarketingopportunity
Make vs Buy Types of channel members used Activities and functions performed Roles and responsibilities Customer segment served Customer service and maintenance
Howtomanage Howtomanage alternativechannels toensurebestresults
Channel member selection Overall compensation Measurement/reward systems Relative channel influence Referrals and sales programs Conflict management and resolution: when to partner or compete Operational implications
33
Channel-mix definition requires qualifying each channel

1 2 3 4
Understand each channel dynamics
Build a balanced distribution mix distribution-mix
Set up a network diversification strategy
Adapt organisation and management schemes
Value add Mapping vs. competing channel Brand awareness Level of specialisation p
required in that channel
Channel functions Mastery of port-folio balance
Generic strategies
Performance management tools O Organisational i ti l choices
Consumer behaviour in that

channel
34
Focus on channel functions

Distribution concept function Discovery y
Creativity
Complementarities
Renewal Market share at retailer

35
zero
Low
Medium
Strong
Successful channel integration efforts can deliver tangible improvements to retailers operations g p p
Improved demand planning Established, secure e-commerce channel for e-content delivery Increased customer satisfaction and, thus, referrals Increased order volume and conversion rates Improved returns processing
36
Agenda

GEOMARKETING
Why is spotting the right location so important?
Locationdecisionsarecomplex L ti d i i l
Multiplevariables
Costscanbequitehigh Thereislittleflexibilityoncealocationischosen Itisamajorfactorleadingtoaretailerssuccessorfailure

Traditionally, luxury retail gave little room to geogeomarketing
38
GEOMARKETING
Objectives of geo-marketing analyses
Allowstoquantifypotentialtargetmarketfordistributionnetwork Allo s to q antif potential target market for distrib tion net ork andassessidealnumberofstores Helpsdecisionmakingconcerning:
Location of area of influence Locationofareaofinfluence Hierarchyofcommercialareas
Framesperformanceforecastsdependingon:
Potential of influence trade area Potentialofinfluencetradearea Qualityofstorelocation (Storemanagementefficiency)
39
Geo-marketing allows to display and analyse data on maps

Identify density of population Determine isochronal curves around a POS Check location of addresses (clients, shops,
competitors, )
GEOMARKETING
GIS (Geographical Information Systems) allow GeoGeo G -marketing analyses k ti l

GEOMARKETING
Some GIS softwares :

Mapinfo /Pitney B M i f / Pit Bowessoftware(www.mapinfo.com) ft ( i f ) Claritas (www.claritas.com) Caliper Corporation(www.caliper.com) GDTGeographic DataTechnology (www.geographic.com) MPSISystems(www.mpsisys.com) SRC(www.demographicsow.com) ( g p )
41
GEOMARKETING
Geomarketing consists in linking a geographical table (or map) to a relevant data table using a joint field
MapInfo Geographical Table (or map)

CODE 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 NOM AIN AISNE ALLIER ALPES-DE-HAUTE-PROVENCE HAUTES-ALPES ALPES-MARITIMES ARDECHE ARDENNES ARIEGE AUBE AUDE AVEYRON BOUCHES-DU-RHONE CALVADOS CANTAL CHARENTE CHARENTE-MARITIME CHER CORREZE
Your business data

CODE POPULATION 01 471 170 02 537 291 37 03 357 793 04 130 972 05 113 334 06 972 482 07 277 724 08 296 435 09 136 598 10 289 297 11 298 898 12 270 321 13 1 759 512 14 618 729 15 158 791 16 342 123 17 527 232 18 321 556 19 237 920
Joint Field = Department Code Data can then be plotted

Store location decision making implies a 3steps process

1 2 3
GEOMARKETING
Definition of the target
Geographical Analysis of target population
Conception of target network
Age. SPC. Consumption

trends.
Static population analysis

(residential, enterprises).
Determine potential
traffic.
Dynamic analysis
(pedestrians, mobile ( passers-by ).
Target network multiple

simulations.
Diverse
characteristics ...
Locations competition
analysis.
Space allocation and

characterisation. h i i
Choice of best location.
43
The whole approach for geographical analysis relies on building 3 complementary data models g p y
Model 1 Assess potential of catchment area
GEOMARKETING
Model 3 Estimate POS ramp up Accessible sales
Model 2 Identify accessible market share and turnover
44
What it takes to reconstruct the potential for a area of influence?
GEOMARKETING
Model 1 OBJECTIVES
Identify attractive y trading areas in terms of apparel purchase
Calculate C l l t potential t ti l for each area
Prioritise each area
45
Petit Bateau Case Study: How to Identify Attractive Areas?
GEOMARKETING
Analysis conducted on 36 000 French communes Focus on the most attractive communes in terms of apparel trade (source : INSEE - ABCD ) 5 000 zones have been identified around - The most attractive commune Bordeaux Montpellier - Its zone of influence For each zone, a potential market () has been estimated
Strasbourg Rennes
46
GEOMARKETING
Chief factors to consider in evaluating Retail trading areas

Availabilityofstorelocations
Numberandtypeoflocations Accesstotransportations Owningvs.leasingopportunities Costs Zoningrestrictions
Populationsizeandcharacteristics P l i i d h i i
Totalsizeanddensity Totaldisposableincome/Percapitadisposableincome Agedistribution Age distribution Occupationdistribution Averageeducationallevel Percentageofresidentowninghomes Trends Numberandsizeofexistingcompetitors SWOTanalysis SWOT analysis Levelofsaturation Shortrunandlongrunoutlook
Availabilityoflabour
Management M Managementtrainees tt i
Competitivesituation

Promotionfacilities
Costs Availability and frequency of media Availabilityandfrequencyofmedia
Closenesstosourceofsupply
Deliverycosts Timeliness
Economicbase
Dominantindustry Extentofdiversification Growthprojections Seasonalfluctuations Seasonal fluctuations
Regulations
Operations Zoning T Taxes licensing
47
Eventually, the GIS helps visualise the mapping of sales potential

CLASSEMENT POTENTIEL DES ZONES ET CHIFFRES D'AFFAIRES RALISS
Cergy Sarcelles Saint-Germainen-Laye Sartrouville Aulnay-sous-Bois Colombes Poissy Courbevoie Chelles Neuilly-sur-Seine Rueil-Malmaison Fontenay-sous-Bois BoulogneNoisy-le-Grand Le Chesnay Billancourt Maisons-Alfort Crteil Versailles Antony Les Ulis
10 km
GEOMARKETING
Dunkerque Calais Boulogne-sur-Mer Saint-Omer Lille Bethune Lens Arras Dieppe Cherbourg Le Havre Caen Rouen Evreux Lisieux Saint-Malo Brest Saint-Brieuc Quimper Lorient Vannes Orlans Angers Blois Saint-Nazaire Nantes Cholet La Rochesur-Yon Fontenay-le-Comte Niort La Rochelle Vichy y Saintes Angoulme Prigueux Brive-la-Gaillarde Bordeaux Mrignac Pessac Agen Rodez Als Albi Dax Bayonne Pau Tarbes Saint-Gaudens Carcassonne Narbonne Castres Nmes Libourne Bergerac Aurillac Limoges Clermont-Ferrand Roanne Chatellerault Poitiers Montluon Moulins Saumur Tours Vierzon Bourges Nevers Chateauroux Dinan Rennes Laval Dreux Alenon Chartres Meaux Evry Melun Troyes MontereauFaut-Yonne Sens Auxerre Beauvais Compigne B i Creil Soissons Reims Epernay Abbeville Amiens Roubaix Villeneuve-d'Ascq DouaiValenciennes Maubeuge Cambrai Saint-Quentin
Thionville Verdun Metz
Sarreguemines Haguenau Nancy Sarrebourg
Chlons-sur-Marne Saint-Dizier Strasbourg
Chaumont
Epinal
Colmar
Vesoul Dijon
Belfort
Montbliard Besanon
Dole Lons-le-Saunier Chalon-sur-Sane Thonon-les-Bains Macon Bourg-en-Bresse Annemasse Villefranche-sur-Sane Annecy

PETIT BATEAU - BOSSARD Consultants - AEBK - juillet 1997
Villeurbanne Vnissieux Chambry Saint-Etienne Bourgoin-Jallieu Vienne Romans-sur-Isre Valence Gap
Le Puy-en-Velay
Montlimar
Mont-de-Marsan
Avignon Cavaillon Grasse Arles Aix-en-Provence Cannes Toulon Hyres
Nice Antibes
Bziers
Montpellier
La Seyne-sur-Mer Perpignan Potentiel et millions de d'affaires ralis chiffre francs en

101,3
Bastia
50,6 10,1
Classement potentiel des zones

de 1 41 de 42 79
Ajaccio
Potentiel estim Succursale
de 80 125 de 126 172
Franchise
100 km
48
GEOMARKETING
The explanatory data for that statistical model can be broken down in 4 categories 1
COMMERCE
VARIABLE
1. 1 Department stores 2. Multi-brands apparel stores 3. Retail shoes stores
Case study Retail ready-to-wear:

2
COEFF.
8, 8 900 4, 833 - 9 ,602 4. 4 Total families (x10)
FAMILIES
COEFF.
0,020 0 020 - 0,072 - 0,232 - 0,615 0,191 - 0,018 - 0,136
VARIABLE
5. Family headed by a retired person 6. Couples 7. Family with working man, non working woman + a child 8. Family with working man, non working woman + 2 children 9. Family with working man, non working woman + > 3 children 10.Number of children aged 7 to 16
Source : INSEE ABCD Familles
Source : INSEE ABCD Commerces 1996
Tax data and Housing characteristics

VARIABLE COEFF.
- 0,405 - 0,008 0,392 0,020
POPULATION (male & female)

VARIABLE COEFF.
- 0 142 0,142 0,725 0,035 - 0,737 0,837 - 0,463 - 0,119 0,404
11. Number of fiscal household in 1996 (x10) 12. Overall net income in 1996 (10000) 13. Number of main residence (x10) 14. Number of secondary residence
15. 15 Overall population (x10) 16. Female population (x10) 17. Active population (x10) 18. Female population aged 0 to 4 19. Female population aged 5 to 10 20. Female population aged 11 to 15 21. Female population aged 16 to 18 p p g 22. Male population aged 11 to 15
Source : INSEE ABCD Chiffres cls ABCD pyramide des ges
Source : INSEE ABCD Chiffres cls ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT
49
Model 2: assess the sales potential for a given shop
GEOMARKETING
Model 2 OBJECTIVES
Identify the local accessible l l ibl market share
Infer accessible sales in each of the 5000 attraction zones
Build a model allowing to manage store performances against area potential
50
Petit Bateau Case Study: The market share variable

1. Selection of a sample of target point-of-sales i f l
GEOMARKETING
Selection of 23 points-of-sales points of sales
Identification and quantification of evolutions in terms of:

2. Definition of sales histories for each shop
Management quality / Local competition Merchandising concept / Shop lay out Quality of location / Outside signs Advertising Etc. ...
3. Construction of a statistical model
Identification of explanatory variables for market share and associated weighting factors.
Hypotheses generation fro assessment of target market share
4. Identification of a target market share

51
10 12 14
0 Aix en Provence Aix en Provence Aix en Provence Aix en Provence Aix en Provence Aix en Provence Aix en Provence Bourges Bourges Bourges Bourges Bourges Bourges Brest Brest Brest Brest Brest Compigne Compigne Compigne Compigne Compigne Compigne Dijon Dijon Dijon Dijon Dijon Dijon La Rochelle La Rochelle La Rochelle La Rochelle Le Havre Le Havre Le Havre Le Havre Montluon Montluon Montluon Montluon Montluon Neuilly Neuilly Neuilly Neuilly Neuilly Neuilly Neuilly Orlans Orlans St Etienne St Etienne St Etienne St Etienne St Etienne St Etienne St Nazaire St Nazaire St Nazaire St Nazaire 8 10 12 14 0 2 4 6 Villes TOWNS Part de march estime Estimated
GEOMARKETING

Part de march accessible. Comparaison PDM Accessible market share"relle" / PDM estime vs. Actual : Estimated vs
Data analysis often shows discrepancies estimated and actual market shares
Actual Part de march "relle"
52
GEOMARKETING
Model 3: sales ramp up in a store
Model 3 OBJECTIVES
Accessible sales
Define how long a shop can take to reach its accessible potential
53
GEOMARKETING
Model 3: sales ramp up the approach
Sales 100% of Accessible potential
1.
Histories tables over a decade have been set up h b t Sales evolution have been a a ysed analysed :
Year base, Term base, Month base.
2.
3.
The shape of the various curves has helped determine the typical trajectory for a shop
time
54
GEOMARKETING
Between 70 to 90% of the sales potential was reach in the 1st year in most of the Petit Bateau POS
Shops ramp up Monte en rgime des boutiques
100 90 80 70 60 50 40 30 20 10 0 T1 / N0 T2 / N0 T3 / N0 T4 / N0 T1 / N1 T2 / N1 T3 / N1 T4 / N1 T1 / N2 T3 / N2 T4 / N2 T1 / N3 T2 / N3 T3 / N3 T1 / N4 T3 / N4 T4 / N4 T1 / N5 T2 / N5 T3 / N5 T2 / N2 T4 / N3 T2 / N4 T4 / N5
Terms since shop opening Trimestres depuis l'ouverture

Dijon St Nazaire Compigne Le Havre St Etienne Marseille Orlans La Rochelle Bourges Brest Montluon
55
84 locations where the brand was not yet implanted showed interesting potential
CLASSEMENT DES 100 PREMIERES ZONES O PETIT BATEAU N'EST PAS IMPLANT ET POTENTIEL ESTIM
Courbevoie Le Chesnay BoulogneBillancourt Saint-Omer Boulogne-sur-Mer Bethune Lens Arras Dieppe Tourcoing Villeneuve-d'Ascq Douai Cambrai Dieppe Maubeuge Arras Les Ulis
15 km
GEOMARKETING
Cergy Sarcelles Colombes Aulnay-sous-Bois Fontenaysous-Bois
CHIFFRE D'AFFAIRES ACCESSIBLE DES 84 PREMIERES ZONES O PETIT BATEAU N'EST PAS IMPLANT
Cergy Aulnay-sous-Bois Courbevoie Fontenaysous-Bois Le Chesnay Saint-Omer Tourcoing Villeneuve-d'Ascq Bethune Lens Douai Cambrai Maubeuge Les Ulis
15 km
Chelles Noisy-leGrand
Chelles Noisy-leGrand
Crteil
BoulogneBillancourt
Crteil
Lisieux Saint-Malo Saint-Brieuc Dinan Alenon
Reims Evreux Epernay Evry Dreux MontereauFaut-Yonne Melun Chaumont Sens Saint-Dizier Verdun
Thionville Lisieux Haguenau Saint-Brieuc Dinan Epinal Quimper Saint-Malo Alenon Dreux Evry MontereauFaut-Yonne Melun Sens Saint-Dizier Evreux
Verdun
Thionville
Epinal
Quimper Vannes Blois Saumur Cholet La Roche-sur-Yon Chateauroux Poitiers Moulins Niort Tours Vierzon
Auxerre
Vesoul
Vannes Tours Saumur Cholet Blois Vierzon Nevers Chateauroux Poitiers Moulins
Auxerre
Nevers
Lons-leSaunier Thonon-les-Bains
La Roche-sur-Yon
Lons-leSaunier
Vichy Saintes Angoulme Limoges Villefranche-sur-Sane
Annemasse Villeurbanne Bourgoin-Jallieu Vienne Le Puy-en-Velay
Vichy Saintes Angoulme Villefranche-sur-Sane Limoges Bourgoin-Jallieu Vienne Prigueux Brive-laGaillarde Aurillac Le Puy-en-Velay
Annemasse
Prigueux Mrignac Libourne Pessac Agen g Bergerac
Brive-laGaillarde Aurillac
Mrignac Pessac
Libourne
Gap Rodez
Gap Rodez Agen Als
Mont-de-Marsan Albi Dax Bayonne Pau Tarbes SaintGaudens Narbonne
Als Avignon Cavaillon Albi Grasse Cannes Montpellier Toulon Hyres Saint-Gaudens La Seyne-sur-Mer Perpignan Perpignan Narbonne La Seyne-sur-Mer Nice Antibes Dax Bayonne Pau Toulon Montpellier Avignon Grasse Nice Antibes Cannes
Bastia
Bastia
Potentiel estim
en millions de francs 101,3 50,5 23,7
Classement potentiel des zones

de 1 41 de 42 79 de 80 126
Chiffre d'affaires accessible

en millions de francs plus de 3,5 de 3 3,5
Localisation
Succursales Franchises
100 km
de 2,5 3 de 2 2,5
100 km
56
Who in upmarket environments has recently implemented a geomarketing approach?
57
Agenda


1 RetailStrategy

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

1 RetailStrategy

Загружено:

Авторское право:

Доступные форматы

RETAIL Excellence

Retail Strategy RetailStrategy

Introduction Strategic approach to retail S Store l location decision making i d i i ki Conclusions

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Retail is the final step in the Consumer Product Value Chain

Why is excelling at Retail level so important?

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

What key trends shape todays Retail business issues?

Consumer Market Organization Technology

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

What are the Retailers key stay-awake stakes?

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Introduction Strategic approach to retail S Store l location decision making i d i i ki Conclusions

Distribution is part of the Marketing-Mix

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

and a key component of most Business Model

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Retail Companies Follow the Same Basic Process Model

Sell & Service

Infrastructure Finance, HR, IT, Legal

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Elements of a typical Retail Strategy

Marketanalysis:Goods/servicescategory Competitiveenvironment&trends Organisationalmissions Ownership&managementalternatives Positioningandambitions g Economics Consumersprofiles

Segmentation Relevantmarketingmix Value Chain ValueChain

Levers(controllable&uncontrollablevariables) Daily&shorttermoperations Responsestoenvironment

Channel strategy is strongly shaped by intensity of distribution

Higherconsumerinvolvement Greaterwillingnesstosearch Demandforspatialconvenienceislower

Interactionwithothermarketingmixelementsishigh Locationplaysakeyroleindefiningtheproduct Brandtiedtolocation

Target marketing techniques and their strategic implications

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Overview of a Retailer Value Chain

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Overview of a Retailer Value Chain

Overview of a Retailer Value Chain

1. DevelopMerchandisingplan 2. Developcentralassortmentplan 3. Developstoreassortmentplan

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Overview of a Retailer Value Chain

1. Preparethecollection 2. Setupthecollection 3. Definevisualmerchandisingguidelines

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Overview of a Retailer Value Chain

1. Newvendorsprospecting 2. Evaluationandpreselectionofvendors 3. Productspecifications 4. Productdevelopment 5. Analysisofresponsesandselection 6. Negotiation 7. Productsetupfinalization 8. Producttesting 9. Productlisting

Overview of a Retailer Value Chain

Manage Logistics& Warehouse

Manage Communication &Promotion

Manage Manage Business Performance

ManageStore Manage Store Orders

1. Vendorsordermanagement 2. Outsourcingmanagement 3. Importmanagement 4. Reception 5. Allocation 6. Physicalpreparationofmerchandising 7. Shipping/Invoicing/Transportation 8. Warehousemanagement(Central/Regional) 9. Returntovendormanagement

Overview of a Retailer Value Chain

Manage Communication &Promotion

Handle Handle Store Operations

Manage Manage Business Performance

Manage Store Orders

1. DefineCommunicationpolicy 2. DefinePromotionplan 3. Finalizepromotionplan 4. ManagePromotionandCommunication

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Overview of a Retailer Value Chain

HandleStore Handle Store Operations

Manage Manage Business Performance

Manage Store Orders

1. Receivingmerchandiseinstore 2. Inventorymanagement 3. SalesForcemanagementandtraining 4. CustomerServicemanagement 5. Checkoutmanagement 6. Shelfmanagement

ESSECMBALuxuryBrandManagement RetailExcellence NathalieRAMANANTSOAFRAT

Overview of a Retailer Value Chain