1. page 1 Retail Strategy Module David F. Miller Center for Retailing Education and Research 1. Introduction to International Retail Strategy

2. page 2 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-2 Questions  What is a retailing strategy?  How can a retailer build a sustainable competitive advantage?  What different strategic growth opportunities can retailers pursue?

3. page 3 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-3 “Strategy” Is Over Used Retailers Talk About A Lot of Different “Strategies”  Sales Strategy  Advertising Strategy  Merchandise Strategy  Location Strategy Strategy Is Not Just Another Term for A Management Decision

4. page 4 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-4 Elements in International Retail Strategy © image100 Ltd  Target Market  Countries and market segment(s) toward which the retailer plans to focus its resources and retail mix  Retail Format – Offering to customer  the nature of the retailer’s operations—its retail mix- the the skills and resou8rces that the retailer has  Sustainable Competitive Advantages  advantages over the competition

5. page 5 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-5 Why Does a Retailer Need to Focus on a Specific Counties Target Market? Why Not Sell to Everyone? Military Analog Target Market

6. page 6 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-6 Criteria For Selecting A Target Market  Attractiveness -- Large, Growing, Little Competition  More Profits  Consistent with Your Competitive Advantages Rim Light/PhotoLink/Getty Images

7. page 7 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-7 Internal and External Bases for Competitive Advantage Retail Firm Low Cost Large Size Efficient Distribution, Operations Unique Knowledge Loyal Employees Sources of Capital Vendors, Suppliers Customers

8. page 8 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-8 Can A Retailer Develop a Sustainable Competitive Advantage by:  Dropping the Price of Your Merchandise?  Building a Store at the Best Location?  Deciding to Sell Some Hot Merchandise?  Increasing Your Level of Advertising?  Attracting Better Sales Associates by Paying Higher Wages?  Providing Better Customer Service?

9. page 9 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-9 Sources of Competitive Advantage More Sustainable  Location  Customer Loyalty  Customer Service  Exclusive Merchandise  Low Cost Supply Chain Management  Information Systems  Buying Power with Vendors  Committed Employees (HR) Less Sustainable  Better Computers  More Employees  More Merchandise  Greater Assortments  Lower Prices  More Advertising  More Promotions  Cleaner Stores

10. page 10 Retail Strategy Module David F. Miller Center for Retailing Education and Research Approaches for Building a Sustainable Competitive Advantage  Customer Loyalty  Relationship with Suppliers  Internal Efficiencies

11. page 11 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-11 Approaches for Building Customer Loyalty  Unique Positioning  Location  Customer Service  Personalization using Information About Customers (Database)  Unique Merchandise

12. page 12 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-12 Location  What are the three most important things in retailing?  “location, location, location”  Why is location is a competitive advantage?

13. page 13 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-13 Unique Merchandise: Private Labels Sears’ Kenmore -- appliances Macy’s ING. – fine apparel Kmart’s Martha Stewart -- home JCPenney’s Arizona -- jeans Jules Frazier/Getty Images Rob Melnychuk/Getty Images Jacobs Stock Photography/Getty Images

14. page 14 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-14 High Quality Customer Service  Difficult to Achieve  People Are Not Machines -- Inconsistent  Retail Sales Associates At Bottom of Labor Pool  Goes Beyond Hiring Good People at High Wages and Training Them -- Organizational Culture

15. page 15 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-15 Internal Efficiencies Human Resources  “Employees are key to build a sustainable competitive advantage”  Strategies for Recruiting and Retaining Talented Employees  Employee Branding  Develop positive organizational culture

16. page 16 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-16 Internal Efficiencies - Distribution and Info Systems Flow of Information Vendor Distribution Center Store -Better services -Increase in breadth and depth -Decrease in prices By decreasing costs here, the is more money available to invest in:

17. page 17 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-17 Vendor Relationships  Low Cost - Efficiency Through Coordination  Electronic Data Interchange (EDI)  Collaborative Planning and Forecasting to Reduce Inventory and Distribution Costs  Exclusive Sale of Desirable Brands  Special Treatment  Early Delivery of New Styles  Shipment of Scare Merchandise

18. page 18 Retail Strategy Module David F. Miller Center for Retailing Education and Research 5-18 Critical Tradeoff In Developing Strategic Advantage Focus Leads to Developing A Competitive Advantage But Focus Reduces Flexibility  Low Cost, Consistent Image, Vendor Relationships Reduces Flexibility  Similar to Dating and Marriage – Commitment to a Relationship (Vendor) Reduces Flexibility

19. page 19 Retail Strategy Module David F. Miller Center for Retailing Education and Research Criteria for Selecting a Country  Economic Environment  Market size  Market growth  Governmental Environment  Trade barriers  Regulations on foreign retailers  Political stability  Social and cultural environment  Cultural proximity  Technology Environment  Retail information system  Retail Structure and competition environment  Market concentration and competition  Available partners

20. page 20 Retail Strategy Module David F. Miller Center for Retailing Education and Research Opportunities U.SGermanyFranceChinaBrazilIndiaRussia Population (billions)0.30.1 1.30.21.20.1 GDP ($ trillion)14.73.02.29.82.24.02.3 GDP per capita) ($/000)47.435.933.37.410.93.415.9 telephones (billions)141.048.739.5314.041.535.844.8 Mobile Telephone (millions)280.0105.061.0747.0174.0570.0330.0 Internet users (millions)245.065.145.3389.076.061.340.9 Internet hosts (millions)439.021.715.115.219.34.510.4 Railway (000 miles)227.042.029.078.029.064.087.0 Roadways (000 trilllions)6.50.61.03.61.83.31.0 Airports (thousands)15.10.5 4.10.41.2 Retail sales ($ trillions) Growth in sales (%) 10.912.87.610.5 Concentration (% sales top 4) 3.5161.510.4 Risk (100 least risky)82.1 72.669.862.861.5

21. page 21 Retail Strategy Module David F. Miller Center for Retailing Education and Research

22. page 22 Retail Strategy Module David F. Miller Center for Retailing Education and Research 2010 Global Retail Development Index (A.T. Kearney)

23. page 23 Retail Strategy Module David F. Miller Center for Retailing Education and Research 2010 Global Retail Development Index (A.T. Kearney)

24. page 24 Retail Strategy Module David F. Miller Center for Retailing Education and Research Why China?  Economic Factors  The Largest Market Size  The market size of China is the sum of the other three BIRC countries in 2010.  Stable High Market Growth  China has continued a double digit growth rate from 2005 to 2010. International Expansion Opportunities

25. page 25 Retail Strategy Module David F. Miller Center for Retailing Education and Research Why China? (Cont.)  Industry Structure  The market is largely fragmented.  Chinese retailers are regional.  The sizes of Chinese retailers are relatively small.  Huge opportunities for foreign retailers. International Expansion Opportunities

26. page 26 Retail Strategy Module David F. Miller Center for Retailing Education and Research Why China? (Cont.)  Political Environment  Socialist market economy with Chinese characteristics  Focus on reforms and economic development  Technological Environment  China has better infrastructure than other developing countries.  Chinese government encourages retailers to adopt advanced information system International Expansion Opportunities

27. page 27 Retail Strategy Module David F. Miller Center for Retailing Education and Research Video on the interview with the CEO of Wal-Mart, China (Ed Chan) http://www.mckinseyquarterly.com/Retail_Consumer_Good s/Sectors_Regions/Chinas_retail_revolution_An_interview_ with_Wal-Marts_Ed_Chan_2459 International Expansion Opportunities