This book brings together powerful new strategies that world-class retailers are using today to thrive in a brutal business environment. Top retail expert Dr. Barry Berman shows how to plan, execute, and win based on cost and differentiation. Detailed case studies include Wegmanrs"s, Family Dollar, Target, Tesco, Walgreen, and Costco.
Dr. Barry Berman is the Walter ‘Bud’ Miller Distinguished Professor of Business and Director of the Executive M.B.A. program at Hofstra University. He earned his Ph.D. degree in marketing management from the Graduate School and University Center of the City University of New York (CUNY).
Barry Berman is co-author of Retail Management: A Strategic Approach (Prentice Hall). This is the best-selling retail management college textbook in the world. Currently in its 11th edition, this book has been published in Canadian, Chinese, Indian, Philippine, and Russian editions. Dr. Berman has also published articles that have appeared in Business Horizons, California Management Review, The International Journal of Retailing and Distribution Management, and other journals.
Dr. Berman is Vice-President of the American Collegiate Retailing Association. He was also co-founder of the American Marketing Association’s Special Interest Group in Retail Management.
Barry Berman has consulted for Duane-Reade, Fortunoff’s, Kohl’s, Simon Properties, NCR, Lord & Taylor, Tesco-Ireland, and other retailers.
Table of Contents
|The Questionable Future Facing Global Retailers||p. 5|
|Increased Competition Across Retail Formats||p. 8|
|Retail Store Positioning and Competitive Strategy||p. 16|
|Takeaway Points||p. 21|
|Low-Cost Strategies I: Key Elements of a Low-Cost Provider Strategy||p. 27|
|Implementing Low-Cost/Low-Price Strategies||p. 28|
|Advantages of Being a Low-Cost Provider||p. 31|
|Key Elements of a Low-Cost Retailer Strategy||p. 31|
|Takeaway Points||p. 44|
|Low-Cost Strategies II: Delivering Low Costs Through Minimizing Product Proliferation||p. 49|
|Managerial Concerns Related to Product Proliferation||p. 52|
|Causes of Product Proliferation||p. 64|
|Reducing Product Proliferation: The Experience of Aldi, Costco, Stew Leonard's, and Trader Joe's||p. 68|
|Takeaway Points||p. 75|
|Differentiation Strategies I: Effective Human Resource Strategies||p. 81|
|Strategic Benefits of Effective Human Resource Strategies||p. 82|
|The Human Resource Strategies of Best-Practice Firms||p. 86|
|Takeaway Points||p. 103|
|Differentiation Strategies II: Enhancing the Service Experience||p. 111|
|Consumer Satisfaction Studies and Analyst Reviews of the Benchmark Retailers||p. 113|
|Employee Dimensions of the Service Experience||p. 117|
|Nonemployee Dimensions of the Service Experience||p. 122|
|Optimizing Customers' Web-Based Service Experience||p. 133|
|Takeaway Points||p. 135|
|Differentiation Strategies III: Developing and Maintaining a Strong Private Label Program||p. 141|
|Advantages of a Strong Private Label Program to Retailers||p. 143|
|Private Label Strategies of Successful Retailers||p. 148|
|Takeaway Points||p. 166|
|Implementing Cost-, Differentiation-, and Value-Based Retail Strategies||p. 173|
|Cost-Based Strategies||p. 173|
|Differentiation-Based Strategies||p. 179|
|Value-Based Strategies||p. 188|
|Auditing a Store's Cost, Differentiation, and Value Strategies||p. 195|
|Takeaway Points||p. 198|
|Appendix: Individual and Composite Financial Performance, Customer Service, and Worker Satisfaction Metrics of the Best-Practice Retailers||p. 203|
|Individual Performance Metrics of the Best-Practice Retailers||p. 205|
|Composite Data on Best-Practice Retailers||p. 214|
|Employee Satisfaction Measures of Best-Practice Retailers||p. 223|
|Takeaway Points||p. 224|
|Table of Contents provided by Ingram. All Rights Reserved.|
Preface Preface Competing in Tough Times: Business Lessons from L.L.Bean, Trader Joe's, Costco, and Other World-Class Retailers is the result of a two-year-long project. Through my experience as a professor with a special interest and expertise in retailing, as well as a marketing consultant, I carefully examined the overall strategies of 10 world-class retailers, looking for common principles that can be universally applied to other retail firms. I started this project without any preconceived notions of what firms would comprise my list of world-class retailers, as well as what common principles these firms shared. I eventually identified 10 retailers based upon examining such key indicators of performance as sales per square foot, sales growth, return on equity, increase in stock market value membership retention rates for warehouse clubs, and conversion rates for web-based retailers. I also looked at retailer ratings in Fortune's "World's Most Admired Companies," Fortune's "100 Best Companies to Work For," and customer service rankings by the American Consumer Satisfaction Index, Consumer Reports, and Business Week. In evaluating retailers for inclusion in my top 10 listing, I looked for retailers that were consistent performers on these measures. Each retailer's rankings on selective indices are contained in the Appendix, "Individual and Composite Financial Performance, Customer Service, and Worker Satisfaction Metrics of the Best- Practice Retailers." The 10 benchmark retailers are diverse in terms of retail format: supermarket (Publix, Stew Leonard's, Wegmans, and Whole Foods), extreme discount food operation (Aldi), specialty food operation (Trader Joe's), warehouse club (Costco), web-based (Amazon.com), and multichannel apparel and accessories (Nordstrom and L.L.Bean). They also vary greatly in size (from $400 million in annual revenues for Stew Leonard's to over $70 billion for Costco) and ownership organization. (Stew Leonard's, Wegmans, Trader Joe's, and Aldi are privately held, and Publix is an ESOP.) As with the selection of the firms for inclusion as benchmark retailers, I did not start out with any perceived conclusions of common retail strategies. Instead, I began to research each company's strategies using data from annual reports (where available, as four firms are privately held), industry analyses, and articles in financial and business publications. Despite the disparity in industry, size, and ownership format, these 10 benchmark retailers shared common strategies relating to operating at low cost (see Chapter 2, "Low-Cost Strategies I: Key Elements of a Low-Cost Provider Strategy"), providing consumers with a carefully edited selection of products (as examined in Chapter 3, "Low-Cost Strategies II: Delivering Low Costs Through Minimizing Product Proliferation"), stressing the importance of human resource management (see Chapter 4, "Differentiation Strategies I: Effective Human Resource Strategies"), focusing on consumers' service experience (see Chapter 5, "Differentiation Strategies II: Enhancing the Service Experience"), and having an aggressive private label strategy (as discussed in Chapter 6, "Differentiation Strategies III: Developing and Maintaining a Strong Private Label Program"). The strategies discussed in this book mirror Porter's low-cost differentiation model that argues that a retailer's competitively defensible position needs to be based on either of these extremes. A value orientation combines elements of each of these strategies. Chapters 2 and 3 focus on low-cost strategies, and Chapters 4, 5, and 6 describe differentiation strategies. Another integrating model that explains the success of many of these retailers is the value profit chain model. This model suggests that employee satisfaction and loyalty translates into high levels of customer service and customer loyalty, and ultimately to high profits. I have written this book with a managerial orientation. It is in an easy-to-read decision-making format. When academic studies are often cited, they are used to document my discussion. With my academic orientation, I have heavily footnoted this book. I have also taken great care in updating all data to the most current available, as of the date of publication. To verify the accuracy of my comments, I gave executives at each of the 10 firms the opportunity to review applicable portions of the manuscript. I received responses from six firms; these comments were incorporated into the final manuscript. Chapter 7, "Implementing Cost-, Differentiation-, and Value-Based Retail Strategies," focuses on implementing cost-, differentiation-, and value-based strategies, as the title suggests. This chapter contains a number of figures designed to help retail managers and owners more effectively utilize the principles discussed in earlier chapters. Who Can Benefit from Reading Competing in Tough Times: Business Lessons from L.L.Bean, Trader Joe's, Costco, and Other World-Class Retailers? I have aimed this book at a wide audience that includes middle to top managers at a wide variety of retailers, owners of independent retail establishments (including chains), supply chain partners who need to have a better understanding of retail practices, industry consultants, and undergraduate and graduate students with a special interest in retailing. Copyright Pearson Education. All rights reserved.