Brand differentiation for brick-and-mortar retailing is transforming. Historically, retailers piecemealed a variation of price, service, assortment and aesthetics to stand out. However, thriving retailers must capitalize on all these things. But how?
Today, Logile analyzes YouTube sensation Dude Perfect. Their grocery store stereotype video offers anecdotes around optimal queue management, technological solutions, solution support, queue mathematics and store planning.
We complete our specialty retail blog series by reiterating its most important points. Special retailers have unique challenges, but they can benefit from a full store planning approach via the right mentality, tools and partnership.
Until recently, job-based scheduling was normal in specialty retail. However, Dr. Zeynep Ton of MIT delineates this practice leads to the vicious instead of virtuous retail cycle. To become virtuous, Ton recommends task-based planning; we agree.
Specialty retailers contend with hidden traffic making it difficult to measure workload. Three options come to mind to overcome this struggle. Specialty operators must measure the data accurately to optimize the store planning continuum.
Part two in our specialty retail series outlines how workload planning for specialty retailers is confounded by hidden traffic. Due to lower conversion rates, retailers have significant difficulty forecasting at accurate levels. With this in mind, understanding the conversion issue may lead to solving it.
A gap exists between what specialty retailers need and technology vendors offer. In a five-part blog series, we investigate four specific underlying issues and offer insight into solutions for specialty retail operators.
One overlooked best practice after retailers go live with their labor model is standard upkeep. Many will want to regularly ask, at minimum, these five questions to keep labor budgets and expectations excellent.
Employee retention should be simple: with competitive pay and other incentives, associates should be more loyal. But that is not always the case; employee expectations have changed. How can a retailer keep its most valuable assets invested?
Part One covered unified commerce’s impact, Industry 4.0’s onset, traditional retailer adaptations and long-term solutions. We referenced data mining, forecasting, scheduling and mobile solutions as opportunities for brick-and-mortar institutions to optimize their workforce while preserving customer service. In Part Two, we focus in on forecasting and scheduling.