Retail strategy blc ric anderson 4.28.13

by
RIC ANDERSON
RETAIL STRATEGY
FIND THE BEST CUSTOMER FOR YOUR BUSINESS!
AND MAKE IT WORK!

RETAIL STRATEGY : FIND THE BEST CUSTOMER FOR YOUR
BUSINESS!
2
COURSE OBJECTIVES:COURSE OBJECTIVES:
Understand the processes to create a Retail StrategyUnderstand the processes to create a Retail Strategy
with a Customer Centric Focuswith a Customer Centric Focus
Learn to analyze your business and competition fromLearn to analyze your business and competition from
a multi-dimensional point of view.a multi-dimensional point of view.
Refine your “Brand” and “Customer Value” PropositionsRefine your “Brand” and “Customer Value” Propositions
Build your strategy on a strong foundationBuild your strategy on a strong foundation

BUSINESS!
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MURPHY'S LAW OF MANAGEMENT STRATEGYMURPHY'S LAW OF MANAGEMENT STRATEGY
Some people manage by the book,
even though they don't know
who wrote the book
or even what book.

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STRATEGYSTRATEGY
WHAT IS THE DEFINITION OF BUSINESS STRATEGY?

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STRATEGYSTRATEGY
THE DEFINITION OF BUSINESS STRATEGY IS:
A LONG TERM PLAN OF ACTION DESIGNED TO
ACHIEVE A PARTICULAR GOAL OR SET OF
OBJECTIVES

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AGENDAAGENDA
Frame of ReferenceFrame of Reference
Visit the “3 Stages” of Strategy Timeline & PathVisit the “3 Stages” of Strategy Timeline & Path
Breakdown “Stages” into ProcessesBreakdown “Stages” into Processes
Finalize and ExecuteFinalize and Execute

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WHAT IS THE PURPOSE OF A BUSINESS?WHAT IS THE PURPOSE OF A BUSINESS?

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EVERY BUSINESS HAS A “PURPOSE!EVERY BUSINESS HAS A “PURPOSE!
THAT PURPOSE IS TO PROVIDETHAT PURPOSE IS TO PROVIDE
A PRODUCT OR SERVICEA PRODUCT OR SERVICE
WHERE THE CUSTOMER HASWHERE THE CUSTOMER HAS
A PERCEIVED VALUE!A PERCEIVED VALUE!
KEY PIECEKEY PIECE
OF THEOF THE
PUZZLEPUZZLE

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WHAT IS YOUR PURPOSE?WHAT IS YOUR PURPOSE?
WHAT SANDBOX ARE YOU PLAYING IN?WHAT SANDBOX ARE YOU PLAYING IN?

BUSINESS!10
JCPENNEY’S IS THE PERFECT EXAMPLEJCPENNEY’S IS THE PERFECT EXAMPLE

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CURRENT STATE:CURRENT STATE:
Your system is perfectly designed to produceYour system is perfectly designed to produce
the results that you are getting today.the results that you are getting today.
LESSON:LESSON:
If you want fundamentally andIf you want fundamentally and
substantially different results, You havesubstantially different results, You have
to change the strategy and methodologyto change the strategy and methodology
of how you are doing business!of how you are doing business!
Insanity: Doing the same thing over and over again And expecting different results.
Albert Einstein

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12 PILLARS OF STRATEGY12 PILLARS OF STRATEGY
WITHIN THE PILLARS ARE THE TACTICS
THREE STAGES OF BUILDING STRATEGY:THREE STAGES OF BUILDING STRATEGY:
1) Look, Listen, and Learn
2) Evaluate, Collaborate and Test
3) Assemble and Execute

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STAGE # 1:STAGE # 1: LOOK, LISTEN, AND LEARN

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BUILDING A FOUNDATION:BUILDING A FOUNDATION:
PILLAR NO#1 10,000 FT POINT OF VIEW10,000 FT POINT OF VIEW
See the “Big Picture”See the “Big Picture”
Know the Market PlaceKnow the Market Place
that you are working inthat you are working in
Understand the relationshipsUnderstand the relationships

RETAIL STRATEGY : FIND THE BEST CUSTOMER FOR YOUR BUSINESS!
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POINT OF VIEW
 LOOK FOR YOUR BEST CUSTOMERSLOOK FOR YOUR BEST CUSTOMERS
 Understand who your competition really is and whatUnderstand who your competition really is and what
the do bestthe do best
 Profitable “Market Niches” GrowthProfitable “Market Niches” Growth
 High ROIHigh ROI
 ““Best in Class” and “Top of Mind”Best in Class” and “Top of Mind”
 Innovative Positive Customer Touchpoints.Innovative Positive Customer Touchpoints.
 High Productivity Revenues ChannelsHigh Productivity Revenues Channels
 FlexibleFlexible
 Smooth TransitionSmooth Transition
 Least RiskLeast Risk

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PILLAR NO# 2 CUSTOMER CENTRIC FOCUSCUSTOMER CENTRIC FOCUS

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CUSTOMER PROFILECUSTOMER PROFILE
KNOW AND UNDERSTAND YOUR CUSTOMERKNOW AND UNDERSTAND YOUR CUSTOMER
Current Customer?Current Customer?
Analytics?Analytics?
Population of the Market?Population of the Market?
Filters and Segments?Filters and Segments?
Preferred Customer?Preferred Customer?
Alternative Customer?Alternative Customer?

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CUSTOMER PURCHASING DECISIONCUSTOMER PURCHASING DECISION
LASER FOCUS ON THE CUSTOMERLASER FOCUS ON THE CUSTOMER
CUSTOMER TOUCHPOINTSCUSTOMER TOUCHPOINTS
Visual, Physical or MentalVisual, Physical or Mental

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PILLAR NO# 3 MULTI-DIMENSIONAL SOLUTIONSMULTI-DIMENSIONAL SOLUTIONS
Evaluate multiple “Solutions” to your Strategy.Evaluate multiple “Solutions” to your Strategy.
Build a Strategy that can create growth, is profitable,Build a Strategy that can create growth, is profitable,
sustainable, scalable, integrated, defendable, andsustainable, scalable, integrated, defendable, and
has competitive supremacy.has competitive supremacy.
Can easily be communicatedCan easily be communicated

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CRITICAL PATHCRITICAL PATH
Predetermined set of Processes and TimelinesPredetermined set of Processes and Timelines
SEEK OUT, SURFACE AND RESOLVESEEK OUT, SURFACE AND RESOLVE

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CRITICAL THOUGHT PROCESSCRITICAL THOUGHT PROCESS
THE “CRITICAL THOUGHT PROCESS”THE “CRITICAL THOUGHT PROCESS”
IS THE PATHWAY TO A SOLUTION!IS THE PATHWAY TO A SOLUTION!

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CHAMPIONCHAMPION
A Senior Executive has to be given Authority:A Senior Executive has to be given Authority:
 Gather Data & Collect InformationGather Data & Collect Information
 Ask difficult & hard questionsAsk difficult & hard questions
 Request other’s time & assetsRequest other’s time & assets
 Conclusion and ExecutionConclusion and Execution
RequirementsRequirements
 ListenListen
 Open MindOpen Mind
 Qualitative and Quantitative Skill SetsQualitative and Quantitative Skill Sets

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POWER OF CULTUREPOWER OF CULTURE
ASSETS:ASSETS: PEOPLE AND CULTUREPEOPLE AND CULTURE
ENVIRONMENTENVIRONMENT is one of trust, engagement, learning,is one of trust, engagement, learning,
communication, listening and cooperation!communication, listening and cooperation!
LEADERSHIPLEADERSHIP is at all levels!is at all levels!
RESPONSIBILITYRESPONSIBILITY for own role!for own role!
ALL SECTORSALL SECTORS to be utilizedto be utilized
ENGAGEMENTENGAGEMENT has to be total!has to be total!
CONTINOUS INNOVATIONCONTINOUS INNOVATION is top of mind in all sectors!is top of mind in all sectors!
PILLAR NO# 4: ENGAGED CULTUREENGAGED CULTURE

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PILLAR NO# 5: INTERNAL AND COMPETITIVE INTELLIGENCE
MARKETPLACEMARKETPLACE
Which Marketplace?Which Marketplace?
What Products?What Products?
Value?Value?
Channels of RevenueChannels of Revenue
WHERE AND WHAT IS YOUR SANDBOX?WHERE AND WHAT IS YOUR SANDBOX?

25
INTERNAL INTELLIGENCEINTERNAL INTELLIGENCE
ANSWERSANSWERS ARE WITHIN THE ORGANIZATIONARE WITHIN THE ORGANIZATION
SOLUTIONSSOLUTIONS TO SURFACE IS THE ISSUE.TO SURFACE IS THE ISSUE.
CROSS FUNCTIONAL SUPPORT GROUPSCROSS FUNCTIONAL SUPPORT GROUPS
INTERVIEWS:INTERVIEWS: INDIVIDUAL AND GROUPINDIVIDUAL AND GROUP
INTEGRATED STRATEGYINTEGRATED STRATEGY

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VENDOR COMMUNITYVENDOR COMMUNITY
MOST UNDERUTILIZED ASSETMOST UNDERUTILIZED ASSET
Vendor ConferenceVendor Conference
 Products
 Marketing
 Logistics
 Customer Experience
 Competition
 Innovative Solutions
 Invite Cross-Functional Support members

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COMPETITION: Competitive IntelligenceCOMPETITION: Competitive Intelligence
WHO? UNDERLYING COMPETITORS?WHO? UNDERLYING COMPETITORS?
““BEST IN CLASS”BEST IN CLASS”

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TEAM PROJECTTEAM PROJECT
MERCHANDISINGMERCHANDISING
STORESSTORES
CHANNELSCHANNELS
CROSS FUNCTIONALCROSS FUNCTIONAL
SENIOR TEAM MEMBERSSENIOR TEAM MEMBERS
TRUSTED VENDORSTRUSTED VENDORS
PILLAR NO# 6: COLLABRATECOLLABRATE

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FINANCIAL and OPERATIONAL GOALS
Plans vs. Current StatePlans vs. Current State
“Work Sessions”
with Finance, Merchants, Operations etc.
Competitive IntelligenceCompetitive Intelligence
Where are the opportunities?Where are the opportunities?
PILLAR NO# 7: IN-DEPTH ANALYSISIN-DEPTH ANALYSIS

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PRODUCT CATEGORY REVIEWPRODUCT CATEGORY REVIEW
MARKET SHAREMARKET SHARE
FINANCIAL ANALYSISFINANCIAL ANALYSIS
ANALYSIS BY PRODUCT FILTERSANALYSIS BY PRODUCT FILTERS
COMPETITIVE ADVANTAGESCOMPETITIVE ADVANTAGES

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MARKET SHAREMARKET SHARE
MARKET SHARE BY COMPETITOR
PRODUCTS Comp. 1 Comp. 2 Comp. 3 Comp. 4 Comp. 5
Women's 10.0% 8.0% 4.0% 7.0% 6.0%
Men's 4.0% 6.0% 8.0% 5.0% 4.0%
Kids 5.0% 8.0% 7.0% 5.0%
Footwear 8.0% 6.0% 7.0%
Accessories 8.0% 6.0% 5.0% 1.0% 3.0%
Intimate 6.0% 5.0% 4.0% 2.0%
Fine Jewelry 5.0%
Home 4.0% 7.0% 6.0%

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ADDITIONAL ELEMENTS:ADDITIONAL ELEMENTS:
Inventory – Turn – ROIInventory – Turn – ROI
Sales Sq. Ft. GM$ Sq. Ft.,Sales Sq. Ft. GM$ Sq. Ft.,
Marketing SpendMarketing Spend
% of each element per month & year% of each element per month & year
BREAKDOWN: Women’s, Men’s, Kids, Athletic, WorkBREAKDOWN: Women’s, Men’s, Kids, Athletic, Work
FINANCIAL ANALYSIS SHOES 1,000,000s
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL
SALES Reg 20$ 25$ 40$ 30$ 30$ 30$ 20$ 35$ 45$ 40$ 40$ 45$ 400$
Markdown 30$ 20$ 20$ 10$ 15$ 25$ 20$ 25$ 30$ 15$ 25$ 35$ 270$
TOTAL 50$ 45$ 60$ 40$ 45$ 55$ 40$ 60$ 75$ 55$ 65$ 80$ 670$
GM$ Regular 10$ 13$ 20$ 14$ 14$ 14$ 10$ 16$ 20$ 20$ 19$ 20$ 189$
Markdown 8$ 3$ 2$ 4$ 5$ 8$ 6$ 5$ 3$ 5$ 8$ 9$ 64$
TOTAL 17$ 16$ 22$ 18$ 19$ 21$ 16$ 21$ 23$ 25$ 27$ 29$ 253$
GM% Regular 48% 52% 50% 48% 45% 45% 48% 45% 45% 50% 48% 45% 47%
Markdown 25% 15% 10% 35% 35% 30% 30% 20% 10% 35% 30% 25% 23%
TOTAL 34% 36% 37% 45% 42% 38% 39% 35% 31% 46% 41% 36% 38%

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PRODUCT CATEGORY FILTERS:PRODUCT CATEGORY FILTERS: MARKET BASKET
DEEP DIVE into multiple combinations of data
MARKET BASKET
WOMEN MEN SHOES
TOTAL Dresses Sport Denim JR TOTAL Suiting Sport Denim YM Work TOTAL Women Kids ATH Men's Work
WOMEN TOTAL 100% 30% 60% 40% 25% 40% 10% 30% 30% 15% 5% 60% 65% 40% 30% 30% 10%
Dresses 30% 100% 40% 30% 15% 10% 8% 15% 20% 5% 1% 30% 50% 10% 7% 12% 3%
Sport 60% 40% 100% 75% 40% 40% 5% 25% 30% 15% 2% 50% 60% 20% 10% 15% 4%
Denim 40% 30% 75% 100% 25% 25% 5% 3% 30% 25% 10% 60% 60% 25% 15% 10% 5%
JR 25% 15% 40% 25% 100% 20% 1% 15% 20% 20% 1% 40% 35% 30% 25% 5% 1%
MEN TOTAL 40% 10% 40% 25% 20% 100% 40% 80% 50% 35% 50% 40% 25% 40% 30% 40% 30%
Suiting 10% 8% 5% 5% 1% 40% 100% 60% 40% 20% 20% 30% 20% 20% 20% 30% 25%
Sport 30% 15% 25% 3% 15% 80% 60% 100% 50% 30% 25% 40% 25% 35% 25% 40% 30%
Denim 30% 20% 30% 30% 20% 50% 40% 50% 100% 45% 35% 40% 15% 30% 30% 40% 35%
YM 15% 5% 15% 25% 20% 35% 20% 30% 45% 100% 10% 25% 10% 10% 25% 25% 10%
Work 5% 1% 2% 10% 1% 50% 20% 25% 35% 10% 100% 30% 8% 15% 20% 30% 80%
SHOES TOTAL 60% 30% 50% 60% 40% 40% 30% 40% 40% 25% 30% 100% 65% 40% 30% 35% 25%
Women's 65% 50% 60% 60% 35% 25% 20% 25% 15% 10% 8% 65% 100% 60% 40% 30% 30%
Kids 40% 10% 20% 25% 30% 40% 20% 35% 30% 10% 15% 40% 60% 100% 30% 45% 40%
Athletic 30% 7% 10% 15% 25% 30% 20% 25% 30% 25% 20% 30% 40% 30% 100% 50% 40%
Men's 30% 12% 15% 10% 5% 40% 30% 40% 40% 25% 30% 35% 30% 45% 50% 100% 80%
Work 10% 3% 4% 5% 1% 30% 25% 30% 35% 10% 80% 25% 30% 40% 40% 80% 100%

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PRODUCT CATEGORIES FILTERSPRODUCT CATEGORIES FILTERS
ANALYSIS OF EACH CATEGORYANALYSIS OF EACH CATEGORY
LocalizationLocalization
Time PeriodTime Period
Product to Market Channel/PathProduct to Market Channel/Path
Marketing: Product & ChannelMarketing: Product & Channel
““Purple Cow” ViewpointPurple Cow” Viewpoint

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MARKETINGMARKETING
CUSTOMER REACHED?CUSTOMER REACHED?
MARKETING CHANNELS?MARKETING CHANNELS?
CHANNELS BEST REFLECTCHANNELS BEST REFLECT
THE BRAND?THE BRAND?
EFFECTIVENESS BY CHANNEL?EFFECTIVENESS BY CHANNEL?
INNOVATIVE TESTSINNOVATIVE TESTS
SOCIAL MEDIASOCIAL MEDIA
REACH NEW CUSTOMERS?REACH NEW CUSTOMERS?

BUSINESS!36
REVENUE CHANNELS:REVENUE CHANNELS:
WHICH ONES FIT YOUR STRATEGY?WHICH ONES FIT YOUR STRATEGY?
STORESSTORES B2C - CATALOGB2C - CATALOG E-COMMERCEE-COMMERCE
B2BB2B WHOLESALE TVWHOLESALE TV

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COMPANY HISTORYCOMPANY HISTORY
History: PAST vs. CURRENTHistory: PAST vs. CURRENT
What is driving the Business?What is driving the Business?
Revenue ChannelsRevenue Channels
Competition: old and newCompetition: old and new
Economic StatusEconomic Status
Changes in Population DemographicsChanges in Population Demographics
Technology – Innovation?Technology – Innovation?
Other Elements?Other Elements?

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PILLAR NO# 8
SUPREMACY THROUGH COMPETITIVE ADVANTAGESSUPREMACY THROUGH COMPETITIVE ADVANTAGES
BUSINESS WITH THE MOST INNOVATIVEBUSINESS WITH THE MOST INNOVATIVE
COMPETITIVE ADVANTAGES WINS!COMPETITIVE ADVANTAGES WINS!
ProductProduct
Price, Value, Quality etc.Price, Value, Quality etc.
Business ModelBusiness Model
Customer Value PropositionCustomer Value Proposition
Most positive Customer TouchpointsMost positive Customer Touchpoints

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COMPETITIVE SUPREMACYCOMPETITIVE SUPREMACY
BUILDING COMPETITIVE SUPREMACY
COMP. 1 COMP. 2 COMP. 3 COMP. 4 COMP. 5
FINANCIAL
ROI
MARGIN
SALES
PRODUCT
ASSORTMENT
QUALITY
UNIQUE
BRAND POSITION
HIGH
MIDDLE
LOW
PRODUCT CHANNEL
SPEED TO MARKET
GEOGRAPHY
CUSTOMER
SERVICE
VALUE
ENGAGEMENT

40
STAGE II:STAGE II:
EVALUATE, COLLABORATE, ANDEVALUATE, COLLABORATE, AND
TESTTEST
USE OF MULTIPLE SOURCESUSE OF MULTIPLE SOURCES
UNDERSTAND MULTIPLE OPTIONSUNDERSTAND MULTIPLE OPTIONS
CREATED ALTERNATIVE SOLUTIONSCREATED ALTERNATIVE SOLUTIONS
BUILD QUANTIFIABLE TESTSBUILD QUANTIFIABLE TESTS
INTEGRATED STRATEGYINTEGRATED STRATEGY

41
PILLAR NO# 9: ABILITY TO SYNTHESIZE HIGHLY QUANTITATIVEABILITY TO SYNTHESIZE HIGHLY QUANTITATIVE
AND QUALITTATIVE DATA INTO A LOGICAL CONCLUSIONAND QUALITTATIVE DATA INTO A LOGICAL CONCLUSION

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BRAND POSITION,BRAND POSITION,
CUSTOMER VALUE PROPOSITIONCUSTOMER VALUE PROPOSITION
andand
BUSINESS MODELBUSINESS MODEL
BRAND POSITIONBRAND POSITION
CUSTOMER VALUECUSTOMER VALUE
PROPOSITIONPROPOSITION
(CVP)(CVP)
BUSINESS MODELBUSINESS MODEL
PILLAR NO# 10: INTEGRATED BRAND STRATEGYINTEGRATED BRAND STRATEGY

43
STAGE III:STAGE III:
ASSEMBLE AND EXECUTEASSEMBLE AND EXECUTE
REQUIRES THE SKILL OF SYNTHESISREQUIRES THE SKILL OF SYNTHESIS
CREATE STRATEGYCREATE STRATEGY
GATHER DATAGATHER DATA
ALIGN SOLUTIONSALIGN SOLUTIONS
INTEGRATE ALL ELEMENTSINTEGRATE ALL ELEMENTS
CROSS FUNCTIONAL SENIOR TEAMCROSS FUNCTIONAL SENIOR TEAM
SUMMARIZESUMMARIZE
DISCUSSIONDISCUSSION
HOT BUTTONSHOT BUTTONS
COLLABORATIONCOLLABORATION

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LITMUS TEST :LITMUS TEST : SYNTHESIS
BRAND, CVP, BUSINESS MODEL IN SYNCBRAND, CVP, BUSINESS MODEL IN SYNC
PURPLE COWPURPLE COW
INNOVATIVE COMPETITIVE ADVANTAGESINNOVATIVE COMPETITIVE ADVANTAGES
PROFITABLEPROFITABLE
SUSTAINABLESUSTAINABLE
DEFENDABLEDEFENDABLE
SCALABLESCALABLE
INTERNAL ALIGNMENTINTERNAL ALIGNMENT
SUPPORT FROM INDUSTRYSUPPORT FROM INDUSTRY

45

FINAL STRATEGY:FINAL STRATEGY:
The Core Senior Team to the Company must
make the final decision.
Incorporate as many of the goals as possible
into a seamless comprehensive and a
collaborative Strategy.
Congratulations!
You have completed 90% of the Goal.

46
COMMUNICATIONCOMMUNICATION
COMMUNICATION IS THE LAST 10% AND MOST CRUCIAL TO SUCCESS OF THE STRATEGY.
SUCCESS TIED DIRECTLY TO COMMUNICATIONSUCCESS TIED DIRECTLY TO COMMUNICATION
DISSEMINATEDISSEMINATE
ACKNOWLEDGEMENTACKNOWLEDGEMENT
ANTICIPATE ISSUESANTICIPATE ISSUES
CHANGE MANAGEMENTCHANGE MANAGEMENT
PILLAR NO# 11: COMMUNICATION

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PILLAR NO# 12 CONTINUOUS INNOVATIONCONTINUOUS INNOVATION
THE “STRATEGY” FOR A RETAIL PLATFORMTHE “STRATEGY” FOR A RETAIL PLATFORM
IS A LIVING ORGANISM!IS A LIVING ORGANISM!
INNOVATION KEEPS IT HEALTHY!INNOVATION KEEPS IT HEALTHY!

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SUMMARYSUMMARY
A STRATEGIC PROCESS THAT CAN BE USED BYA STRATEGIC PROCESS THAT CAN BE USED BY
THE ENTIRE ORGANIZATION. EVERYONE HASTHE ENTIRE ORGANIZATION. EVERYONE HAS
CONTRIBUTED, TAKES OWNERSHIP, UNDERSTANDSCONTRIBUTED, TAKES OWNERSHIP, UNDERSTANDS
AND CAN EASILY ARTICULATE TO OTHERS.AND CAN EASILY ARTICULATE TO OTHERS.

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ANDERSON’s 12 PILLARS:ANDERSON’s 12 PILLARS: BUILDING A FOUNDATION
1.1. 10,000 FT POINT OF VIEW10,000 FT POINT OF VIEW
2.2. CUSTOMER CENTRIC FOCUSCUSTOMER CENTRIC FOCUS
3.3. MULTI-DIMENSIONAL SOLUTIONSMULTI-DIMENSIONAL SOLUTIONS
4.4. ENGAGED CULTUREENGAGED CULTURE
5.5. INTERNAL & COMPETITIVE INTELLIGENCEINTERNAL & COMPETITIVE INTELLIGENCE
6.6. COLLABORATECOLLABORATE
7.7. IN-DEPTH ANALYSISIN-DEPTH ANALYSIS
8.8. SUPREMACY THROUGH COMPETITIVE ADVANTAGESSUPREMACY THROUGH COMPETITIVE ADVANTAGES
9.9. ABILITY TO SYNTHESIZE HIGHLY QUANTITATIVE ANDABILITY TO SYNTHESIZE HIGHLY QUANTITATIVE AND
QUALITATIVE DATA INTO A LOGICAL CONCLUSION.QUALITATIVE DATA INTO A LOGICAL CONCLUSION.
10.10.INTEGRATED BRAND STRATEGYINTEGRATED BRAND STRATEGY
11.11.COMMUNICATIONCOMMUNICATION
12.12.CONTINUOUS INNOVATIONCONTINUOUS INNOVATION

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Do not repeat the tactics which haveDo not repeat the tactics which have
gained you one victory, but let yourgained you one victory, but let your
methods be regulated by the infinitemethods be regulated by the infinite
variety of circumstancesvariety of circumstances
Sun Tzu c. 490 BC, Chinese military strategist

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