current trends in european retailing john wheeler, director, rmdp tony savage, director, rmdp rmdp...
TRANSCRIPT
Current Trends in European Retailing
John Wheeler, Director, RMDPTony Savage, Director, RMDP
RMDP Consulting C.2001
Agenda
Some pan-European trends Department Stores - the dinosaurs mutate! Discounters and off price Brands and globalisation Competition for locations Direct Channels - clicks & bricks winning What next?
Small Space vs. Large Space polarisation city centre and mall volumes enabling "mega
stores" in many sectors music/dvd/minidisc
fashion (e.g. Bennetton) Return of the "General Store"
wider range of products and services longer opening hours
Large Space retailers and customers still prefer Out of Town
The Mobile Phone effect
Some pan-European trends
The Mobile Phone effect
eroding "traditional retail" revenues
Many stores/brands Fashion status Age no barrier!
Mobile Phones & Coffee Bars
where else could you be seen with your new phone?
Department Stores - the dinosaurs mutate!
Department Stores - the dinosaurs mutate! strong loyal and now added BRANDS Selfridges showing the way
international aspirational Young, and not so young!
Discounters and off price
Discounters and off price in fashion terms -"the new black"
everyone wants them! permanently changing the margin model "Walmartization" of European retailing!
Multi $ millions being invested available everywhere
Massive advertising desirable values mass(ive) markets
Where do local (national) brands go?
Brands and globalisation
Competition for locations
Out of Town locations are getting scarce across Europe administrative - planning social - car usage - "green" issues cultural - local populations/local stores
Re-development of City centres -brown fields two places of worship...
A full circle- back to the centre?
Competition drives retailers back to the City Centre
Direct Channels - clicks & bricks winning
Traditional Retailers make E-tail work! Critical success factors are no different in the E-
conomy right product, right place, right time Customer Service Brand Perception
Intelligent use of the Search engines reaches the global www market
Fulfilment not gee-whiz is the need!
Direct Channels - some winners and losers
boo.com -a really whizzy failure technically clever did not excite the consumer or deliver the product or establish a brand identity
Early Learning Centre - a brick based success built on the Retail brand values established fulfilment process before the www delivered reliably now equal to their largest store
What next?
The E-tailers continue to get better sensible not over hyped repeat purchases increasing further erosion of "brick" based turnover
Retail Entertainment - "the Retail Theatre" merchandise and people mix "stage school " as a part of Associate Training?
Gross Margin pressures increase Nett margins revived through intelligent supply
chains
Retailing in Europesome critical management concernsNovember 2001
Sextant Management Services Ltd
Agenda
Brands dot.com Walmart Issues Interesting Sectors
What do customers look for-store or brand?
Everybody shops where they feel comfortable but comfort varies from customer to customer
I may feel fine in Littlewoods, but overwhelmed in Harrods
I believe that Waitrose is higher quality than Somerfield
Volvo make safe cars I trust Marks & Spencer
Brands
Global, consistent Sony BMW Kodak Bennetton Compaq Disney McDonalds
Brands attract the Customers
Brands still growing in importance Value Cachet Ownership aspiration Lifestyle Timeliness Pride Passion
Attracting the Customer
– The power of the Brand is a store good enough to compete with global
brands– or is it just a shopfront!– A strong brand can go Direct
Sony BMW British Airways Ralph Lauren
In the Year 2001..a dot.com e-tail business:
is most likely to have a "bricks" presence has new low cost, high availability channels to
their Customers. provides personalised offerings to their profitable
customers. operates a quality service branded proposition. is increasingly trusted by their customers
or has become a dot.gone!
Where will e-tail businesses come from?
new channels to existing markets more customer oriented services innovative "Super Niche" retailers customers growing in confidence
Sources of e-tail businesses:
new channels to existing markets Internet - Barclaysquare "Mk n"
has their time past? Strong brands attract customers directly some trade ("guild") groups are effective
the jewellers.net Specific - driven from a Brand
Tesco Direct Dell Marks & Spencer
Sources of e-tail businesses:
Sector driven Amazon
mature e-tail! sold it's first book in 1995 now >$1.2 billion
Entertainment Express Kingfisher get serious and undercuts its own stores
Intranet - Smartzone cable digital television
Channels to e-tailing - some potential winners
digital TV adds to broad appeal secure, multiple channels current TV standards to go by, say, 2005 compulsive reason to buy new set!
Digital, cable and satellite = universal franchise
E-tail myth or reality?
May 2001: 40% of UK homes have Internet connections August 2001: 39% no of net users still growing
+ 900,000 September 2001- November 1st
More over 50s shop online than under 24s 33% of Internet users visit online stores more than
once per week 40% of shoppers access the www from the office!
The E-tail Winners
Amazon: 1.7 million UK visits in September Marks & Spencer
best "Traditional" Retailer reliable, secure on line stock availability of in store
products ease of use
The E-tail Top 10
Amazon Marks & Spencer Tesco ebay.co.uk Argos Comet jungle.com (Littlewoods) qxl.com W H Smith colonize.com
How some of today's businesses will respond ..
more customer oriented services encouraging BRAND loyalty unique personalised offers cellular technology based
loyalty points air miles tradable points/vouchers electronic purse conventional voice and E Mail
Physical retailing moves into new areas..
– Innovation "super niche" retailers gain ground
– Seattle Coffee–definitive range + books
The Link
Walmart - why worry? -1
Revenues >£2 billion per week Proven operator
occupying the "wrong" sector always avoid lowest cost
Harvard Henley Ashridge etc.etc
Has broken out of its middle US image still some US site potential product range extension - groceries
Acquisition hungry
Walmart - why worry? -2
Economic power monthly revenues over £9.5 billion
c.f. largest European retailers LfL growth exceeds sector
Supply Chain ability provides 10X more processing capability than its
nearest competitors (anywhere) shares store based sku sales data with
suppliers and trains them on how they may use it!
Walmart - why worry? -3
Creates unprecedented value based competition driven by global buying volume driven lower gross margins accepted
Public/government sentiment has moved to support lowest cost
Walmart - why worry? - 4
We had said:" UK Retailers margin model under threat!
could be reduced by circa 50%potential for many casualties!not just supermarkets......"
We do not like being smug, but margins are falling the middle market is being squeezed there are many casualties
and more to come!
Issue: Maintain Customer volumes
In the face of overt price based competition aggressive promotional activity new channels
Issue: Price based competition
How to protect the Nett achieved margin? lower buying prices
seek (retrospective) discounts reduce the cost of holding inventory
smaller commitments more replenishment faster stockturn lower markdown
reduce wastage lower operating costs
Issue: Everybody getting smarter!
Smarter competition new entrants have no legacy problems global buying and negotiating alliances driving customer loyalty
Smarter consumers know the value of loyalty increasingly discerning more knowledge less time
Issue: Promotional Activity
Maximise the potential from promotions needs active collaboration with suppliers precise and timely execution accurate measurement
Advertising and communication effectiveness measurement
More drivers of change....
Targeted communication technologies digital TV & set top box www Satellite and telco Hybrids
Social Pressures Travel Parking
Issue: New Channels
How to become a player - when I understand their potential? what must we do differently?
How to integrate their operation within my core business? I do not need to break the bits which work well we have lots of customers in our stores
How to avoid this becoming another late, over budget IT project?! I cannot wait for IT to learn the new skills
Loyal and profitable customers are retained because of:
a clear and unified focus on the customer supported by
efficient and integrated processes superior knowledge consistent execution
Some interesting Sectors: -1
Mobile Phone retailers high quality web sites call centre operations integration with service suppliers is critical
requirement Music/Video Programme material
early direct channel mainly established High Street retailers already under threat from new entrants
Books - if they haven't already noticed!
Some interesting Sectors: -2
Travel and Ticketing the perfect direct product? needs integration with suppliers digital TV could cause take-off!
Toys Learning element translates well to e-commerce Brands already established take on Toys'RUS
Some interesting Sectors: -3
Leisure & Sports Brands strong consumer loyalty desire for information opportunity for direct channels
Motoring & Service Organisations Call centre based integration required to many systems/sources provided a focus for consumer services
businesses
Summary : Retailing today
Increasing competition new entrants established retailers & suppliers extending reach global information creates consumer knowledge
Pressure on costs product operations store people
Information Technology in Retail
Sextant Management Services Ltd.
the operational necessitiese-tail or retail!
SKU Management
The ability to manage stock at the level at which the customer purchases the Stock Keeping Unit
E.g.: a pair of shoes style, size, colour, width
a dress style, colour size
a can of beans description, size
Measuring and monitoring the SKU
Throughout the whole process Plan Order Supply Chain Warehouse Distribution Sales
The Retail Cycle
Retail, and most consumer goods wholesale businesses work to a very similar basic process model:
CONSOLIDATE PLAN BUY
RE
CE
IVE
DISTRIBUTESELLREPLENISH
PR
OM
OT
E
Electronic Point of Sale
EPoS Terminals online, real time
Up to 60,000 SKUs per outlet Promotion Control
3 for the price of 2 lowest price free linked purchases, etc
Plastic Card Authorisation and verification
Robust and reliable
Accurate Data Capture
EAN 13 digit barcode world wide standard the world's most successful standard basis for b2b e commerce
Robust Reliable Universal Retail & Wholesale Hypermarket to Corner shop
The Must Haves....merchandise
Basic functionality epos provides sku data capture
and price look up store polling of sales price file changes and refresh inventory file updates replenishment requirements inwards merchandise movement inter branch transfers
The Must Haves....customer
Basic functionality unique customer record
Card based - loyalty or payment Mail or telephone order
payment verification/authorisation fulfillment process
Local (Store Based Processing)
EPoS Price File Management SKU Sales Personnel Planning Payroll Data Capture Merchandise Ticket Production Delivery Information
Central Based Processing
Sales Consolidation & Financial Reporting Stock Replenishment Merchandise Purchase Ordering Payroll Processing www Management & Executive Information
Data Warehousing
Issue: IT skills & resourcing
"My IT function is already stretched, and they will not have the skills"
"I need to keep our revenue costs flat (at worst), can we afford this?"
Issue: Best of breed vs Integration
"Retail ERP" has existed in merchandise system terms for some years Retail Express (now owned by NSB) Island Pacific (now owned by SVI) JDA
However, they did not include Finance systems typically CODA was a popular choice
Issue: Best of breed vs Integration
SAP developed a retail version initially relatively poor in retail depth
now on a par with NSB/JDA expensive to implement when allied to business
process review long projects (B&Q, Homebase)
new template based systems from specialist retail implementors reducing cost and time
More drivers of change....
Targeted communication technologies digital TV & set top box www Satellite and telco Hybrids
Social Pressures Travel Parking
Markdown -
The difference between Stock valuation at Retail prices, and how much the item was actually sold for. a budgeted and planned item the largest single cost after personnel can have a make or break affect on results!
Issue: Promotional Activity
Maximise the potential from promotions needs active collaboration with suppliers precise and timely execution accurate measurement
Advertising and communication effectiveness measurement
Some real positives!
www. is a liberating experience in gaining information in application development
new tools enable VERY rapid deployment of collaborative and www applications
outside of the traditional IS functions in how systems are upgraded and
maintained 24hr/remote/informed
EDI to E-commerce
EDI (Electronic Data Interchange) is well established between consenting retailers and suppliers complex messages batch operation tends to be inflexible - it works so leave it alone
EDI has not been taken up by the SMEs too complex and technical requires intricate interfaces to "operational" systems
COLLABORATIVE APPLICATION USERS
What are Collaborative Applications? These applications are being used by major
players to reduce total inventory in the supply chain optimise promotional sell through
They will also be used by SME retailers, suppliers and channels
as they are easier to implement than traditional IS
with easy access and usability
Who are COLLABORATIVE APPLICATION USERS
J Sainsbury is a hub: circa 200 in the JS "community" on promotional
collaboration and up to 500 in "Order" collaboration
Some of these community users are themselves becoming hubs Nestle KJS
Each of these will subscribe to the need to integrate into their Core Operational systems.