1. Retail
Management

2. What is Retail Management?
Retailing encompasses the business activities involved in selling goods &
services to consumers for their personal, family, or household use.
It includes every sale to the final consumer – ranging from cars to apparel to
meals at restaurants to movie tickets.
Key issues that retailer must resolve:
How can we best serve our customer while earning a fair profit?
How can we stand out in a highly competitive environment where customers
have so many choices?
How can we grow our business while retailing a core of loyal customers?
ISB&M Retail Management

3. Retail Functions in Distribution
Final
Manufacturer Wholesaler consumer
Retailer
A Typical Channel of Distribution
Manufacturer
Brand A Brand A
Wholesaler customers
Manufacturer
Brand B
Brand B
Retailer customers
Manufacturer Brand C
Brand C customers
Wholesaler
Brand D
Manufacturer
customers
Brand D
Retailers role in sorting process
ISB&M Retail Management

4. Retail Functions in Distribution
contd..
Retailers often act as the contact between manufacturers, wholesalers, & customers.
Retailers collect an assortment (variety) from various sources, buy in large quantity, &
sell in small amount. This is sorting process.
Retailers communicate with customers, wholesalers & manufacturers.
Shoppers learn about the availability & characteristics of goods & services, store hours,
sales etc., from retailers advt., sales people & displays.
Manufacturers & wholesalers are informed by their retailers with regard to sales forecast,
delivery delays, customer complaints, defective items, inventory turnover and so on..
Many goods & services have been modified due to retailer feedback.
For small suppliers, retailers provide assistance by transporting, sorting, marketing,
advertising, & pre-paying for the products.
Retailers also complete transactions with customers i.e., having convenient locations,
filling order promptly & accurately, & processing credit purchase.
Some retailers also provide customer services such as gifts wrapping, delivery, &
installation.
To be more appealing, many firms engage in multi-channel retailing i.e., multiple point
of contact like physical stores, websites, mail-order catalogs etc.
ISB&M Retail Management

5. Retail Functions in Distribution
contd..
Benefits
Reach more customers
Reduce costs
Improve cash flow
Increase sales more rapidly
Focus on area of expertise
Manufacturers also do operate retail
facilities (besides selling at
conventional retailers). In running their
stores, these firms compete the full
range of retailing functions & compete
with conventional retailers.
ISB&M Retail Management

6. Retailer-Supplier Relationship
Retailers are part of distribution channel, so manufacturers (wholesalers) are concerned
about:
Caliber of displays
Customer service
Store hours
Retailer‘s reliability as business partners
Retailers are also major customers of goods & services for resale, store fixtures,
computers, management consulting ,& insurance.
Retailers and supplier have different priorities on:
Control over distribution channel
Profit allocation
No. of competing retailers handling supplier‘s products
Product display
Promotion support
Payment terms
Operating flexibility
ISB&M Retail Management

7. Retailer-Supplier Relationship
contd..
Channel Relations
Exclusive Distribution
Suppliers make agreements with one or a few retailers that designates them the only one
to carry certain brands/products in a specific geographic region.
Both parties work together to maintain an image, assign self space, allot profits & costs,
& advertise.
This is the smoothest channel relationship.
Intensive Distribution
Suppliers sell through as many retailers as possible.
This maximizes suppliers‘ sales & lets retailers offer many brands & product versions.
Retailers may assign little self space to specific brands, set high price on them, & not
advertise them.
This is most volatile channel relationship.
Selective Distribution
Suppliers sell through a moderate no. of retailers carrying some competing brands.
This combines aspects of Exclusive & Intensive Distribution
ISB&M Retail Management

8. The Special Characteristics of
Retailing
The average amount of a sales transaction for retailers is much less than
manufacturers.
This low amount creates the need to tightly control the cost associated with each
transaction like sales personnel, credit verification, & bagging.
To maximize the no. of customer the retailer has to emphasize more on ads & special
promotions.
Increase impulse sales by more aggressive selling.
Final consumers make many unplanned or impulse purchases.
Large %age of consumers do not look at ads before shopping.
They do not prepare shopping list.
Make fully unplanned purchases.
This indicates the value of in-store displays, attractive store layouts, & well organized
stores, catalogs, & website.
Retailer‘s ability to forecast, budget, order merchandise, & sufficient personnel on the
selling floor becomes difficult.
ISB&M Retail Management

9. The Special Characteristics of
Retailing
Retail customers usually visit a store, even though mail, phone, & web sales has
increased.
Most retail transactions happen in stores & will continue in future.
Many people like to shop in person, want to touch, smell, and/or try on products.
Many people to browse for unplanned purchases.
They feel more comfortable talking a purchase home with them than waiting for a
delivery.
Desire privacy while at home.
Retailers must work to attract shoppers to stores & consider such factors such as store
location, transportation, store hours, proximity (nearness) of competitors, product
selection, parking & ads.
ISB&M Retail Management

10. Importance of Retail Strategy
Retail strategy is the overall plan guiding a retail firm. It influences the firm’s business
activities & its response to market forces, such as competition & economy.
Six steps in strategic planning
Define the type of business in terms of the goods or services & company‘s specific
orientation.
Set long-run & short-run objectives for sales & profit, market share, image etc.
Determine the customer market to target on the basis of its characteristics (like gender
& income level) & needs (like product & brand preferences).
Devise an overall, long-run plan that gives general direction to the firms & its employees.
Implement an integrated strategy that combines factors like store location,
transportation, product variety, pricing, and advertising & display to achieve objectives.
Regularly evaluate performance & correct weaknesses or problems when observed.
ISB&M Retail Management

11. Key to success
Growth-oriented objectives
Appeal to prime market
Distinctive company image
Focus
Strong customer service for its retail category
Multiple points of contact
Employee relations
Innovation
Commitment to technology
Community involvement
Constantly monitoring performance
ISB&M Retail Management

12. The Retailing Concept
Customer
orientation
Coordinated effort
Retailing
concept Retail Strategy
Value- driven
Goal orientation
Customer orientation - The retailer determines the attributes & needs of its customers
& endeavors (take action) to satisfy these needs.
Coordinated effort - The retailers integrates all plans & activities to maximize
efficiency.
Value-driven - The retailer offers good value to the customers, whether it be upscale
(expensive) or discount i.e., ―appropriate pricing‖ for goods & customer service.
Goal oriented - The retailer sets goal & uses its strategy to attain them.
ISB&M Retail Management

13. Classification of Retail Institutions
Nonstore-based
Store-based retail retail strategy mix
Ownership & nontraditional
strategy mix
retailing
• Independent • Convenience store • Direct marketing
• Chain • Conventional supermarket • Direct selling
• Franchise • Food-based supermarket • Vending machine
• Leased department • Combination store • World wide web (WWW)
• Vertical marketing system • Box (limited line) store
• Consumer cooperative • Warehouse store
• Specialty store
• Variety store
• Traditional department store
• Full-line department store
• Off-price chain
• Factory outlet
• Membership club
• Flea (louse) market
ISB&M Retail Management

14. Retail Institution by Ownership
Ownership format serves a marketplace niche.
Independent retailers capitalize on a very small targeted customer base & please
shoppers in a friendly, folksy (simple) way. Word-of mouth communication is important.
These retailers should not try to serve too many customer & enter into price wars.
Chain retailers benefit from widely known image, economies of scales (i.e. cost
advantages that a business obtains due to expansion), & mass promotion possibilities.
They should maintain their image chain wide & not be inflexible in adapting changes in
the marketplace.
Franchisors have strong geographic coverage & motivation of the franchisees as owner-
operators. They should not get bogged down in policy disputes with franchisees or charge
excessive royalty fees.
Leased departments enable store operators & outside parties to join forces & enhance
the shopping experience, while sharing expertise & expenses. They should not hurt the
image of the store or place too much pressure on the lessee to bring in store traffic.
A vertically integrated channel gives a firm greater control over sources of supply, but it
should not provide consumers with too little choice of products or too few outlets.
Cooperatives provide members with price savings. They should not expect too much
involvement by members or add facilities that raise costs too much.
ISB&M Retail Management

15. Independent Retailer
An independent retailer owns one retail unit.
Advantages
There is flexibility in choosing retail formats, location, assortment (variety), prices, hours etc.,
& devising strategy based on the target customers.
Investment costs for leases, fixtures, workers, & merchandise can be brought down. There is no
duplication of stock or personnel function. Responsibilities are clearly delineated (defined)
within the store.
Independents frequently act as specialist in a niche of the particular goods/services category.
They are then more efficient & can lure (attract) shoppers interested in specialized retailers.
Independents exert strong control over their strategies, & the owner-operator is typically on
the premises. Decision making is centralized & layers of management personnel are minimized.
There are certain image attached to independents, particularly small ones, that chains cannot
readily capture.
Independents can easily sustain consistency in their efforts because only one store is operated.
Independents have ―Independence‖. No meetings, union, stockholders & labor unrest etc.
Entrepreneurial drive.
ISB&M Retail Management

16. Independent Retailer
Disadvantages
Less bargaining power with the suppliers as they buy less quantity.
Cannot gain economies of scale (i.e. cost advantages that a business obtains due to expansion) in
buying & maintaining inventory. Transportation, ordering, & handling costs are high.
Operations are labor intensive.
They are limited to certain media for advt. because of financial constraints.
Family-run independents is overdependence on the owner. It is difficult to keep it up &
running.
Limited time allotted to long-run planning, since owner is intimately involved in day-to day
operations.
ISB&M Retail Management

17. Chain Retailer
Chain retailer operates multiple outlets (store units) under common ownership. It
usually involves in some level of centralized purchasing & decision making.
Advantages
Many chains have bargaining power due to their purchase volume. They receive new items
when introduced, have orders promptly filled, get sales support, & obtain volume discounts.
Chains achieve cost efficiencies when they buy directly from the manufacturers & in large
volumes, ship and store goods, & attend trade shows sponsored by the suppliers to learn about
new offerings. They can sometimes bypass wholesalers.
Efficiency is gained by sharing warehouse facilities; purchasing standardized store fixtures;
centralized buying & decision making etc. Headquarters have broad authority for personnel
policies & for buying, pricing, & advt. decisions.
Computerized ordering merchandise, inventory, forecasting, sales, & bookkeeping. This reduces
overall costs.
Take advantage of variety of media from print to electronic.
Detailed & clear responsibility for employees with available substitute incase any employee is
retiring or quitting.
Spend considerable time in strategic planning. Opportunity & threat are closely monitored.
ISB&M Retail Management

18. Chain Retailer
Disadvantages
Flexibility may be limited. Consistent strategies on pricing, promotions, & product variety must
be followed throughout all units which may be difficult to adapt to local diverse market.
Investment is high due to infrastructure & store as multiple store has to be stocked.
Managerial control is complex due to geographically dispersed branches.
Limited independence to the personnel.
ISB&M Retail Management

19. Franchising
Franchising involves a contractual arrangement between a franchisor (a
manufacturer, wholesaler, or service sponsor) & a retail franchisee, which allows
the franchisee to conduct business under a established name & according to a given
pattern of business.
The franchisee pays an initial fees & a monthly %age of the gross sales in exchange
for the rights to sell goods & services in an area.
A franchisee operates autonomously in setting store hours, chooses a location, &
determines facilities & displays.
Three structural arrangements dominate retail franchising
Manufacturer-retailer – A manufacturer gives independent franchisees the right to sell goods &
related services through licensing agreement. (Eg., Auto/truck dealers like GM, Petroleum
products dealers like IOC).
Wholesaler-retailer
Voluntary - A wholesaler sets up a franchise system & grants franchises to individual
retailer. (Eg., Auto accessories stores, Consumer electronics stores).
Cooperative – A group of retailers sets up a franchise system & shares the ownership &
operations of a wholesaling organization. (Eg., Food stores).
Service sponsor-retailer – A service firm licenses individual retailers so they can offer specific
service packages to customers. (Eg., McDoland‘s).
ISB&M Retail Management

20. Franchising contd..
Advantages of Franchisees
They own a retail enterprise with a relatively small capital.
They acquire well-known names & goods/services lines.
Standard operating procedures & management skills may be taught to them.
Cooperative marketing efforts (like national advt.) are facilitated.
They obtain exclusive selling rights for specified geographical territories.
Their purchases may be less costly per unit due to the volume of the overall franchise.
Disadvantages of Franchisees
Oversaturation could occur if too many franchisees are there in one geographical area.
Due to overzealous selling by some franchisors, franchisees‘ income potential, required
managerial ability, & investment may be incorrectly stated.
They may be locked into contracts requiring purchases from franchisors or certain vendors.
Cancellation clauses may give franchisors the right to void agreement if provisions are not
satisfied.
In some industries, franchise agreements are of short duration.
Royalties are often a %age of gross sales, regardless of franchisee profits.
ISB&M Retail Management

21. Franchising contd..
Advantages of Franchisors
A national & global presence is developed more quickly & with less franchisor investment.
Franchisee qualification for ownership are set & enforced.
Agreement require franchisees to abide by stringent operating rules set by franchisors.
Money is obtained when goods are delivered rather than when goods are sold.
Because franchisees are owners & not employees, they have greater initiative to work hard.
Even after franchisees have paid for their outlets, franchisors receive royalties & may sell
products to the individual proprietors.
Disadvantages of Franchisors
Franchisees harm the overall reputation if they do not adhere to company standards.
Lack of uniformity among outlets adversely affects customer loyalty.
Intra-franchise competition is not desirable.
The resale value of individual units is injured if franchisees perform poorly.
Ineffective franchised units directly injure franchisors‘ profitability.
Franchisees, in greater number, are seeking to limit franchisors‘ rules & regulations.
ISB&M Retail Management

22. Leased Department
A leased department is a department in a retail store – usually a department,
discount, or specialty store – that is rented to outside party.
The leased department proprietor is responsible for all aspects of its business &
normally pays a %age of sales as rent.
The store sets operating restrictions for the leased department to ensure overall
consistency & coordination.
Advantages (from the stores’ prespective)
The market is enlarged by providing one-stop customer shopping.
Personnel management, merchandise displays, & reordering items are undertaken by lessees.
Regular store personnel do not have to be involved.
Leased department operators pay for some expenses, thus reducing store costs.
A %age of revenue is received regularly.
Disadvantages (from the stores’ prespective)
Leased department operating procedures may conflict with store procedures.
Lessees may adversely affect the stores‘ image.
Customers may blame problems on the store rather than on the lessees.
ISB&M Retail Management

23. Leased Department
Advantages for Leased department operators
Stores are known, have steady customers, & generate immediate sales for leased departments.
Some costs are reduced through shared facilities like security equipment & display windows.
Their image is enhanced by the relationships with popular stores.
Disadvantages for Leased department operators
There may be inflexibility as to the store hours they must be open & the operating style.
The goods / services lines are usually restricted.
If they are successful, the store may raise rent or not renew leases when they expire.
In-store locations may not generate the sales expected.
ISB&M Retail Management

24. Vertical Marketing System
A vertical marketing system consists of all the levels of independently owned businesses along a
channel of distribution.
Type of channel Channel Functions Ownership
Independent system Manufacturing Independent manufacturer
• Manufacturers or retailers are small
• Intensive distribution is sought
• Customers are widely dispersed Wholesaling Independent wholesaler
• Unit sales are high
• Company resources are low Retailing Independent retailer
• Channel members share costs & risk
• Task specialization is desirable
Partially integrated system Manufacturing Two channel members own all
• Manufacturers & retailers are large facilities & perform all functions.
• Selective or exclusive distribution
• Unit sales are moderate Wholesaling
• Company resources are high
• Greater channel control is desired Retailing
• Existing wholesalers are too expensive or
unavailable
Fully integrated system Manufacturing All production & distribution
• Firm has total control over its strategy functions are performed by one
• Direct customer contact
• Exclusive offerings Wholesaling channel member.
• System is costly & requires lot of
expertise Retailing
ISB&M Retail Management

25. Consumer Cooperative
A consumer cooperative is a retail firm owned by its customer members.
A group of customers invests, elects officers, manages operations & share profits.
They account for tiny piece of retail sales.
Cooperatives are formed because they think they can do retailing function,
traditional retailers are inadequate & prices are high.
They have not grown because consumer initiative is required, expertise may be
lacking, expectations have frequently not been met, & boredom occurs.
ISB&M Retail Management

26. Retail Location Strategies &
Decisions
ISB&M Retail Management

27. Why Location is Important?
There are three most important aspects in Retailing – location, location
& location.
Locating the retail store in the right place was considered to be
adequate for success.
It is a important part of the retail strategy as it conveys a fair amount
of image.
It influences the merchandise mix & interior layout of the store.
It is difficult to change the location once the store comes into
existence.
Change of location may result in loss of customer & employees.
ISB&M Retail Management

28. Types of Retail Location
The choice of the location of the store depends on the target audience & kind
of merchandise to be sold.
Types:
Freestanding/Isolated store
Store located along major traffic artery
No competitive retailers around
Rents are usually low
Advertising cost are high
Customers may not prefer to travel long distance to visit only one store
Part of a business district
A business district (primary, secondary or neighborhood) is a place of commerce in
the city
Rent is high; parking is cumbersome
It has good accessibility in terms of transport
Customers are more
ISB&M Retail Management

29. Types of Retail Location contd..
Types:
Part of a shopping centre
Shopping centre - A group of retail & other commercial establishments that is
planned, developed, owned & managed as single property
Parking is available
Basic configuration – mall or strip centre with walkway
Ideally enclosed & climate control
ISB&M Retail Management

30. Steps involved in choosing a retail
location
1. Identify the market in which to locate the store
2. Evaluate the demand & supply within that market i.e., determine the market potential
1. Demographic features of the population
2. The characteristics of the households in the area
3. Competition & compatibility
4. Laws & regulations
5. Trade area analysis
3. Identify the most attractive sites
1. Traffic
2. Accessibility of the market
3. The no. & types of stores in the area
4. Amenities available
5. To buy or to lease
6. The product mix offered
4. Select the best site available
ISB&M Retail Management

31. The Spread of Organized Retail in
India
Jaipur
Pune
Bhopal
Mumbai Chandigarh
Bhubaneshwar
Bangalore Hyderabad
Delhi
Chennai
Indore Nagpur
Kolkata
Gurgaon Udaipur
Noida
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32. Retail Merchandising
ISB&M Retail Management

33. What is Merchandising?
Merchandising is planning, buying & selling of merchandise (product).
The American Marketing Association defined merchandising as ―the planning involved in
marketing the right merchandise at the right place at the right time in the right quantity
at the right price‖.
Merchandising can be termed as the analysis, planning, acquisition, handling & control of
the merchandise investments of a retail operation.
Factors affecting the merchandising function
Size of
organization
Merchandising
Organization
to be carried
structure
Merchandising
function
Types of stores
ISB&M Retail Management

34. Merchandise Planning
Merchandise planning can be defined as the planning & control of the merchandise
inventory of the retail firm, in a manner which balances between the expectations of the
target customers & the strategy of the firm.
Implication of Merchandise Planning
Finance
Payments to suppliers
Profitability measurements
Developing advertisements
New product introductions
Details of Purchase Order
Warehouse & Logistics
Details of allocations
Marketing
Merchandise
Planning
Store Operations
Space planning
Communication about new
products & their features
ISB&M Retail Management

35. Merchandise Planning Process
Stage I: Developing the Sales Forecast
1. Reviewing past sales
2. Analyzing the changes in the economic conditions
3. Analyzing the changes in the sales potential
4. Analyzing the changes in the marketing strategies & the competition
5. Create the sales forecast
Stage II: Determining the Merchandise Requirements
Planning in merchandising is at two levels:
1. The creation of the Merchandise Budget (5 parts)
2. The Assortment Plan
Merchandise
Budget
Stock Planned Planned Gross
Sales Plan
support plan reduction Purchase Margins
ISB&M Retail Management

36. Merchandise Planning Process
Stage II: Determining the Merchandise Requirements
Planning in merchandising is at two levels:
1. The creation of the Merchandise Budget (5 parts)
2. The Assortment Plan
The Merchandise Hierarchy
Merchandise Merchandise Merchandise Style Price SKU (Stock
Company Department
Classification Category Sub Category point Keeping Unit)
ISB&M Retail Management

37. Merchandise Planning Process
Some key merchandising terms
Staple/basic merchandising – products always in demand (basic necessities)
Fashion merchandising – products has high demand for a relatively short period of time
Seasonal merchandising – seasonal products
Fad merchandising – enjoy popularity for a limited period of time; generated high sales for
a short time
Style – unique shape or form of any product (taste in music)
Assortment – variety of merchandise mix
The width/breadth of assortment – refers to the number of brands
The depth of assortment – variety in one goods/services category
Points to be kept in mind while creating a plan -
The merchandise budget should be prepared in advance of selling season.
The language of the budget should be easy to understand.
Merchandise budget must be planned for a short period – 6 months is the normal norm.
Budget should be flexible.
ISB&M Retail Management

38. Key Components of Merchandise
Planning
Planned sales – Planned sales are projected sales for a period that is planned.
Example:
Last year’s sale for the same period = 35,000
Month %age increase Planned sales (Rs)
Feb 12% 35,000 X 12% + 35,000 = 39,200
April 25% 43,750
June 21% 42,350
Planned purchase – Planned purchases represent the merchandise that is to be purchased
during any given period.
Planned Purchase = Planned Sales + Planned Reductions + Planned EOM – Planned BOM
ISB&M Retail Management

39. Key Components of Merchandise
Planning
Planned reduction – Markdowns (deductions in prices), employee discounts & inventory
shrinkage due to theft or pilferage come under planned reduction.
Planned markup – After calculating the level of inventory that needs to be purchased, the
retailer needs to determine the initial markup for the products.
Markup in Rs. = Selling Price – Cost Price
Markup % = Markup in Rs.
Retail Price
Gross Margin – Gross margin is the difference between the selling price & the cost of the
product, less reductions from markdowns, shrinkage & employee discounts.
Profit = Gross margin – operating expenses
B.O.M (Beginning-of-month) & E.O.M (End-of-month) planned inventory levels –
Four Methods of Inventory Planning:
a. Stock-to-Sales Method
S/S Ratio = Stock in hand E.O.M (at retail value) = Value of inventory
Sales for the same month Actual sales
Planned BOM Inventory = Stock-sales ratio x Planned sales
ISB&M Retail Management

40. Key Components of Merchandise
Planning
The Basic Stock Method – In this method, the buyer believes that he needs to carry a
certain amount of inventory in the store at all times.
Basic Stock = Average stock for the season – Average monthly sales for the season
Average monthly sales for the season = Total planned sales for the season
No. of months in the season
Average stock for the season = Total planned sales for the season
Estimated inventory turnover rate for the season
Beginning of the month (BOM) stock = Planned monthly sales + Basic Stock
The Percentage Variation Method – This method of inventory calculation is used in case
the stock turnover typically exceeds six times a year.
BOM Stock = Avg. stock for season * 1/2 * [1 + (Planned sales for the month / Avg.
monthly sales)]
The Week’s Supply Method – Retailers who need to maintain a control over the
inventories on a weekly basis, may use this method.
BOM Stock = Average weekly sales x No. of weeks to be stocked
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41. Merchandise Planning Process
Stage III: Merchandise Control – The Open to Buy
The concept of Open to buy has two folds:
1. depending on sales of the month & the reduction, the merchandise buying can
be adjusted.
2. the planned relation between the stock & sales can be maintained.
Open to buy ensures that the buyer –
Limits overbuying & under buying
Prevents loss of sales due to unavailability of the required stock
Maintain purchases within the budgeted limits
Reduce markdowns i.e., reduction in price which may arise due to excess
buying
Open-to-Buy = Planned EOM Stock – Projected EOM Stock
Projected EOM Stock = Actual BOM Stock + Actual Additions to stock + Actual on
order – Planned monthly sale – Planned reductions for the
month
ISB&M Retail Management

42. Merchandise Planning Process
Stage IV: Assortment Planning
Assortment Planning involves determining the quantities of each product that will
be purchased to fit into the overall merchandise plan.
Details of color, size, brand, materials etc. have to be specified.
To create a balanced assortment merchandise for the customer.
Department Menswear
Product Line Shirts Trousers Accessories
Louis
Breadth Zodiac Van Heusen
Philippe
Arrow
Depth Styles Color ……
ISB&M Retail Management

43. Merchandise Planning Process
Stage IV: Assortment Planning
The Range Plan:
The aim of the range plan is to create a balanced range for each category of products that
the retailer choose to offer.
Range planning should take care of -
The no. of items/options available to the customer should be sufficient at all times &
should be such that it helps the customer make a choice.
The overbuying & under buying is limited.
Sufficient quantities of the product are available, so that all the stores can be serviced
& the product is available at all the stores across various locations.
The lower limit of the range width is often called aesthetic minimum
ISB&M Retail Management

44. Merchandise Planning Process
Stage IV: Assortment Planning
The Model Stock Plan:
After determining the money available for buying, a decision needs to be taken on what to
buy? & in what quantity?
Steps -
1. Identify the attributes that the customer would consider while buying the product.
2. Identify the number of levels under each attribute.
3. Allocate the total units to the respective item category.
The process of merchandise planning may be top down or bottom up.
Top down planning occurs when the corporate objectives dictate the company’s financial objectives
in terms of sales, profit & working capital.
In Bottom up planning, individual department managers work on the estimated sales projections
ISB&M Retail Management

45. The Model Stock Plan
Men’s shirt
100% (1000)
Casual Dress Formal Sport
40% (400) 10% (100) 20% (200) 30% (300)
Small Medium Large Extra large
25% (100) 40% (160) 25% (100) 10% (100)
Full Sleeve Half Sleeve
30% (48) 70% (112)
Button
Other
Down
60% (67)
40% (45)
White Blue Cream Grey
40% (18) 30% (14) 20% (9) 10% (4)
Cotton
Cotton
Blend
25% (4)
75% (14)
ISB&M Retail Management

46. Branding & Private Labels
ISB&M Retail Management

47. Branding
Brand
The American Marketing Association defined a brand as “a name, term, design,
symbol or a combination of them, intended to identify the goods or services of
one seller or group of sellers & to differentiate them from those of the
competitors”.
Branding existed from the time man felt the need to differentiate his products from that
being offered by others.
Branding gradually became a guarantee of the source of the product & ultimately its use
as a form of legal protection against copying grew.
With the development of shops, shopkeepers hung pictures above their shops indicating
the types of goods they sold.
With industrial revolution mass production came into existence but the distance between
the manufacturers & customers increased.
This eventually led to the evolution of the role of the brands as tools by which consumers
identified the products.
ISB&M Retail Management

48. Building a Retail Brand
Key questions for retail brands –
Can the brand be identified with the lifestyles of its target customers?
Is there a perceptible difference between the brand & the products offering by the
retailer & other retailers?
Can a story be woven around the brand?
A retail brand is a combination of the company‘s heritage, the merchandise mix, the
store environment, the service strategy, the advertising & promotion.
Successful retail branding starts with a clear definition of what retailers stand for – an
identification of what the customers associate it with, leading customers to think: “This
brand is a reflection of me.. This brand is meaningful to me..”
The retailer needs to determine the specific value proposition for the end customers.
Playing on emotional benefits can also be a branding exercise of the retailer.
Retail branding does not sell a specific product. It is about customer service.
ISB&M Retail Management

49. The Retail Value Chain
Support Functions
Third Party Retail Customer Customers
Suppliers
Logistics Operations Mgmt.
Systems
ISB&M Retail Management

50. Private Label
When the retailer decides to sell products or a line of merchandise which is owned,
controlled, merchandised & sold by the retailer in his own store/chain of stores, he is said
to be Selling Own Label / Brand or Private Label merchandise.
The Private Label Marketing Association defines store products as “all merchandise sold
under a retail store’s private label. That label can be stores name or a name created
exclusively by that store. In some cases, a store may belong to a wholesale buying group
that owns labels, which are available to the members of the group. These whole-sale
owned labels are referred to as controlled labels”
A private label can be classified as:
Store Brand – which carries the retailer‘s name, such as Westside, Food World, Big Bazaar
etc.
An Umbrella Brand – where a common brand name is used across multiple categories –
example Splash (Lifestyle), Bare (Pantaloon) etc.
Individual Brands – where specific brand names are created for specific market segments
and/or categories.
ISB&M Retail Management

51. Private Label - Evolution
Private labels were traditionally defined as generic product offerings that competed with
national brands on the basis of value proposition.
They were often seen as the lower priced alternative to the ―real‖ thing.
Private label carried the stigma of inferior quality & therefore inspired less confidence.
Generics, which were products distinguishable by their plain & basic packaging were the
first type of private labels.
With the increase in retail stores, the need to earn higher profit & the desire to service
the gaps in consumer requirements gave rise to private labels, both in apparel & the food
& grocery sector.
Today, most of the large department stores have their own private labels which cater to a
specific audience.
Private labels rely on in-store advertisements.
In order to compete with national brands, private labels need to focus on quality.
The average quality of one product compared to other
Consistency in quality over a period of time
Private label goods become more successful where the no. of competing products is
lower.
ISB&M Retail Management

52. Why Private Label?
Retailer can fill in the need gaps that may exist in the market place.
Private label gives the retailer an advantage of offering the customer another
option.
A private label allows the retailer to offer a unique product in the marketplace.
Private label allows a retailer to earn a higher margin than other brands he
chooses to retail because designing, merchandising, sourcing & distribution is
done by the retailer. Also, advertisement is in-store.
Private Label Creation Process
Placing
the order
Identification of Make or Performance
& Marketing Measurement
the need Buy
Allocating
the goods
ISB&M Retail Management

53. Merchandise Procurement / Sourcing
The term sourcing means finding or seeking out products from different places,
manufacturers or suppliers.
Method of Procuring Merchandise
1. Identifying the sources of supply
Costs associated with global sourcing:
Country of origin effects – Many a times, where the merchandise has been
manufactured makes a difference in the final sale of the product.
Foreign currency fluctuations – Effects the buying price of the products.
Tariffs – Taxes placed by the govt. on imports.
Foreign trade zones – These are special areas within the country that can be
used for warehousing, packaging, inspection, labeling, exhibition, assembly,
fabrication etc., of imports, without becoming subject to the country‘s
tariffs.
Cost of carrying inventory
Transportation cost
ISB&M Retail Management

54. Merchandise Procurement / Sourcing
2. Contacting & Evaluating the sources of supply
Contacting can be vendor initiated contact or retailer initiated contact
Points to be kept in mind
The target market for whom the merchandise is being purchased.
The image of the retail organization & the fit between the product & the
image of the retail organization.
The merchandise & the prices offered.
Terms & service offered by the vendor.
The vendor‘s reputation & reliability.
3. Negotiating with the sources of supply
The types of discounts that could be made available to the buyer
Trade discounts
Chain discounts
Quantity discounts
Seasonal discounts
Cash discounts
ISB&M Retail Management

55. Merchandise Procurement / Sourcing
4. Establishing Vendor Relations
To build & maintain strategic partnership with vendors, the buyer needs to build on:
Mutual trust
Open communication
Common goals
Credible commitments
5. Analyzing Vendor Performance
The total orders placed on the vendor in a year
The total returns to the vendor, the quality of the merchandise
The initial markup on the products
The markdowns (if any)
Vendor‘s participation in various schemes & promotions
Transportation expenses if borne by the retailer
Cash discounts offered by the vendor
The sales performance of the merchandise
ISB&M Retail Management

56. Category Management
- A Method of Merchandise Management
ISB&M Retail Management

57. Category Management
Category Management can be defined as “the distributor/supplier process of managing
categories as SBUs, producing enhanced business results by focusing on delivering customer
value”.
A category is an assortment of items that a customer sees as reasonable substitutes
of each other.
A category management concept is a focus on a better understanding of consumer
needs as the basis for retailers‘ & suppliers‘ strategies, goal, & work processes.
The need to reduce costs, control inventory levels & replenish (refill) stock
efficiently led to the concept of Efficient Consumer Response (ECR).
Category management provides renewed opportunities for meeting consumer needs
& at the same time, for achieving competitive advantage as well as lower costs
through greater work process efficiencies.
ISB&M Retail Management

58. Category Management contd..
Category Management is now considered as the “new science of retailing”
because -
1. It involves a systematic process.
2. It emphasizes decision-making based on complex analysis of consumer
data & market level syndicate data.
3. It replaces the brand bias that stems from suppliers‘ interest & encourages
objective view based on consumers‘ desires.
Why Category Management?
Consumer changes
Competitive pressures
Economic & efficiency considerations
Advances in IT
ISB&M Retail Management

59. Components Category Management
Performance
Measurement
Strategy
Trading
Organizational
Partner
Capabilities
Relationships
Business Process
Information
Technology
ISB&M Retail Management

60. The Category Management Business
Process
ISB&M Retail Management

61. The Category Management Business
Process
Step 1: Category Definition
A distinct, manageable group of products/services that consumers perceive to be
interrelated/substitutable in meeting a consumer need.
The category definition should be based on how the customer buys, & not on how
the retailer buy.
This step decides the products that represent a category, sub-category & major
segmentation.
At this step, the retailer assigns products to the various categories based on factors
such as consumer usage & packaging.
Step 2: Category Role
It determines the priority & importance of each category in the overall business.
It serves the basis of resource allocation.
Consumer-based category roles:
Destination categories – Why you as a retailer?
Preferred/routine category
Occasional/seasonal category
Convenience category – one-stop shop
ISB&M Retail Management

62. The Category Management Business
Process
Step 3: Category Assessment – Brain Harris’s Quadrant Analysis
Sleepers Winners
- Identify key products within category - Continue current policies
- Delist slow movers & marginal products - Be alert to adaptation of new products
- Give quick movers more self space - Minimise operational problems like “out of
- Optimize margin mix stock”
- Optimise margin mix
Market Share
Questionable Opportunities
- Limit product mix to core assortment & delist - Harmonise product mix with market trends
marginal products - Improve price image via low prices for key
- Look for price raises products
- Minimise self space at category level - Maximise shelf space at category level
- Transfer logistical & operational work to third - Give promotional support to key items
parties
Market Growth
ISB&M Retail Management

63. The Category Management Business
Process
Step 4: Category Performance Measures
Sales
Profits
Market Share
Inventory Turnover
Changes in the Assortment
Consumer Transaction
Step 5: Category Strategies
Typical category marketing strategies are:
Traffic building
Transaction building
Turf defending
Profit generating
Cash generating
Excitement creating
Image enhancing (Areas: Price, Service, Quality & Varity)
ISB&M Retail Management

64. The Category Management Business
Process
Step 6: Category Tactics
Category tactics work towards the determination of optimal category pricing,
promotion, assortment & self management/presentation of the merchandise.
Step 7: Category Plan Implementation
What specific tasks needs to be done?
When each task needs to be completed?
Who will accomplish each task?
Step 8: Category Review
ISB&M Retail Management

65. Retail Marketing Mix
The Retail
Marketing
Mix
ISB&M Retail Management

66. The Retail Image Factors
People
Pricing
Associations
Presentation The Adidas Retail Store
CA, USA
Brand
Retail
Customer
Promotion
Service
Store
Image
Product / Place /
Merchandise Location
features
Shopping
Experience
ISB&M Retail Management

67. The Retail Communication Mix
Sales
Promotion
Public
Advertising
Relations
Retail
Communication
Mix
Personal Direct
Selling Marketing
ISB&M Retail Management

68. Retail Selling Process
Acquiring Product/Merchandise Knowledge
Studying the Customer
Approaching the Customer
Presenting the Merchandise
Overcoming Resistance
Suggestive Selling
Closing the Sale
ISB&M Retail Management

69.