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Chapter 14. RETAIL MANAGEMENT: A STRATEGIC APPROACH, 9th Edition. Developing Merchandise Plans. BERMAN EVANS. Chapter Objectives. To demonstrate the importance of a sound merchandising philosophy To study various buying organization formats and the processes they use
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Chapter 14 RETAIL MANAGEMENT: A STRATEGIC APPROACH, 9th Edition Developing Merchandise Plans BERMAN EVANS
Chapter Objectives • To demonstrate the importance of a sound merchandising philosophy • To study various buying organization formats and the processes they use • To outline the considerations in devising merchandise plans: forecasts, innovativeness, assortment, brands, timing, and allocation • To discuss category management and merchandising software
Merchandising Activities involved in acquiring particular goods and/or services and making them available at the places, times, and prices and in the quantity that enable a retailer to reach its goals.
Merchandising Philosophy • Sets the guiding principles for all the merchandise decisions that a retailer makes • Should reflect • Target market desires • Retailer’s institutional type • Market-place positioning • Defined value chain • Supplier capabilities • Costs • Competitors • Product trends
Scope of Responsibility • Full array of merchandising functions • Buying and selling • Selection, pricing, display, customer transactions • Focus on buying function only
Micromerchandising Retailer adjusts shelf-space allocations to respond to customer and other differences among local markets
Cross-merchandising Retailers carry complementary goods and services to encourage shoppers to buy more
Figure 14.2 The Attributes and Functions of Buying Organizations
Figure 14.3 At Wal-Mart: Developing an Inside Buying Organization
Functions Performed • Merchandising view • All buying and selling functions • Assortments • Advertising pricing • Point-of-sale displays • Employee utilization • Personal selling approaches
Functions Performed • Buying view • Buyers manage buying functions • Buying • Advertising • Pricing • In-store personnel manage other functions • Assortments • Point-of-sale displays • Employee utilization • Personal selling approaches
Figure 14.4 Merchandising Versus Store Management Career Tracks
Forecasts • Forecasts are projections of expected retail sales for given periods • Components: • Overall company projections • Product category projections • Item-by-item projections • Store-by-store projections (if a chain)
Types of Merchandise • Staple merchandise • Assortment merchandise • Fashion merchandise • Seasonal merchandise • Fad merchandise
Staple Merchandise • Regular products carried by a retailer • Grocery store staple examples • Milk • Bread • Canned soup • Basic stock lists specify inventory level, color, brand, style, category, size, package, etc.
Assortment Merchandise • Apparel, furniture, auto, and other products for which the retailer must carry a variety of products in order to give customers a proper selection • Decisions on Assortment • Product lines, styles, designs, and colors are projected • Model stock plan
Fashion and Seasonal Merchandise • Fashion Merchandise: Products that may have cyclical sales due to changing tastes and life-styles • Seasonal Merchandise: Products that sell well over nonconsecutive time periods
Table 14.1a Factors to Bear in Mind When Planning Merchandise Innovativeness
Table 14.1b Factors to Bear in Mind When Planning Merchandise Innovativeness
Table 14.1c Factors to Bear in Mind When Planning Merchandise Innovativeness
Structured Guidelines for Pruning Products • Select items for possible elimination on the basis of declining sales, prices, and profits, appearance of substitutes • Gather and analyze detailed financial and other data about these items • Consider nondeletion strategies such as cutting costs, revising promotion efforts, adjusting prices, and cooperating with other retailers • After making a deletion decision, do not overlook timing, parts and servicing, inventory, and holdover demand
Figure 14.8 A Selected Checklist for Predicting Fashion Adoption
Table 14.2a Factors to Consider When Planning Merchandise Quality
Table 14.2b Factors to Consider When Planning Merchandise Quality
Table 14.2c Factors to Consider When Planning Merchandise Quality
Brands Manufacturer (national) Private (dealer or store) Generic
Table 14.3 The Berman/ Evans Private Brand TestMatch the Retailer with the Brand Name
Merchandising Software • General Merchandise Planning Software • Forecasting Software • Innovativeness Software • Assortment Software • Allocation Software • Category Management Software
Figure 14.4a Shelf Logic: Software for Category Management Planning
Figure 14.4b Shelf Logic: Software for Category Management Planning