Dollar General raises bid for Family Dollar to $9.1 billion; willing to close more stores
Goodlettsville, Tenn. — The battle for Family Dollar moved into higher gear on Tuesday with Dollar General raising its bid for Family Dollar to $9.1 billion, or $80 per share, up from $78.50 per share in its previous offer. Dollar General also warned that it would attempt a hostile bid if Family Dollar refused to enter into talks regarding the new offer.
"In the event you refuse to engage with us regarding our revised proposal, we will consider taking our persuasive and superior proposal directly to your shareholders," Dollar General CEO Rick Dreiling said in a letter to Family Dollar’s board on Tuesday.
Dollar General also addressed possible antitrust concerns regarding the proposed acquisition by saying it was willing to divest up to 1,500 stores — or double the 700 locations it originally proposed — in a move to designed to satisfy antitrust regulators.
“We are confident that our enhanced proposal sufficiently addresses any concerns that led Family Dollar’s board of directors to reject our prior proposal without any discussions between our companies,” Dreiling stated.
Family Dollar had rejected the earlier bid from Dollar General in favor of a lower offer of $8.5 billion from Dollar Tree, saying that regulators were less likely to stand in the way.
Family Dollar said it has received Dollar General’s latest bid and will review it.
“Family Dollar’s board of directors, in consultation with its legal and financial advisers, will review and consider the revised proposal,” the company said in a statement.
Three Steps to a Smooth CIO Transition
It’s no secret that the position of retail CIO is frequently in a state of flux. For a variety of reasons, retail CIOs will shift their career with a different company, meaning at some point most retail IT professionals will probably find themselves transitioning to a new top boss.
While the prospect of having to work under a new CIO may seem daunting, the transition process does not have to be awkward or painful. In fact, with the right approach, retail IT practitioners can enjoy a smooth changeover that sets the stage for a harmonious and productive working relationship. Here are three critical steps to a smooth CIO transition
1. Document Best Practices
The biggest fear employees have any time a new boss arrives is that things will be done differently. However, change is not necessarily a negative, and it’s only logical that someone hired to run a department would bring their own ideas and processes. At the same time, certain existing internal procedures may be highly beneficial and worth saving.
There is nothing a new chief executive hates more than hearing from their underlings than, “but this is how we’ve always done it.” However, by carefully selecting and documenting a few key in-house best practices and presenting them in a professional and diplomatic manner, IT employees stand a good chance of maintaining the measures that genuinely help them do their jobs better. If a practice cannot be easily documented, it’s probably not worth saving
2. Have an Open Mind
The odds of an unintelligent or uninformed person achieving the position of CIO are small. Therefore, IT professionals need to have an open mind when the new CIO inevitably suggests new systems, architectures, processes or philosophies. Even if a successful best practice is carefully and accurately documented, the new CIO may still prefer to modify or replace it to better align with their own vision.
It is not easy for a seasoned IT professional to alter or abandon a practice they know works. But it may be necessary. By having an open mind upfront, employees will make it much more likely that the CIO will have an open mind later on when they hit their own adjustment obstacles and find themselves in need of some fresh perspective.
3. Let the Business Guide Your IT Actions
Obviously, everyone wants to impress the new CIO. One of the best ways of doing so is to present yourself as an innovator, someone on the cusp of the latest technologies disrupting the retail paradigm.
Any good retail IT professional should be up-to-date with the latest and greatest technology innovations hitting the industry, but this does not mean they should automatically endorse them. An employee who blindly promotes the adoption of leading-edge systems and practices may initially present themselves as an innovator, but will soon expose themselves as a self-promoting trend follower. The true innovators are the IT professionals who stay abreast of what’s happening in the industry and adopt the new technologies and methodologies that actually serve the needs of the business.
Let the business guide your IT actions and you’ll find yourself on the path to success no matter who the CIO is.
This Isn’t Your Grandfather’s Store Locator
By A.J. Clark, Thermopylae
First came typewriters, then we moved to word processors; from there, IBM’s Lotus emerged and changed the game by expanding capabilities into a suite of business tools that organizations could utilize to grab a competitive advantage. Microsoft crushed IBM’s domination with Office, bringing with it a revolutionary, interoperable approach to creating all sorts of business documents and presentations: documents, spreadsheets, presentations, workflows, etc. Now, we are in the midst of the cloud revolution, and another new era in productivity will once again push forward what we consider a standard toolbox.
What is the next leap in capabilities, especially for chain stores? Maps. Information visualization over a map is not necessarily a “new” document type, but the rise of democratized geo data and capabilities puts this in the hands of the majority — no longer just the GIS analysts. This is comparable to PowerPoint unlocking the ability for everyday users to build and display ideas without having to wait for a graphic designer to create presentation slides. Data with associated locations can be overlaid on a digital map, layered with other data sets, and manipulated to gain unique insights.
Chain stores can take unique advantage of this growing capability to make staffing, marketing, and other types of decisions. Perhaps the most powerful competitive advantage for chains is the insight gained to assist in franchise expansion, promotion, and sales efforts by visually displaying critical information regarding location, customer demographics, and business strategy.
Power in Location
Beginning with a simple plot of data — your store locations and competitors’ store locations — we already have a strong canvas from which to work and perform quick analytics like proximity to competition and regions of high or low coverage. Adding additional, more complex data sets such as store reach, local demographics, and traffic volume serves to now reveal many more intricate business intelligence scenarios. With 3D mapping capabilities, even more options become available. Imagine being able to visualize highway access to a store or even conduct line-of-sight analysis for optimal placement of signage.
The analytics that can be performed from visualized data start to become limitless and demographic layers that contain information on local populations are the key to unlocking the value of these analytics for chain stores. Data like household income, average spending, and household occupants can be set against automated analytic processes that are programmed to identify major areas of opportunity based on specific criteria. Identifying pockets of potential customers that meet your store’s targets can prove invaluable to planning store expansion, promotions, or competitive analysis.
For example, if your store targets duel occupant homes with a household income of $45k-70k that buy prepackaged food products more than three-times per month, you can automate an analytic to highlight these households/neighborhoods on a map, compare those locations to that of your current stores, and calculate the average distance from customer prospect to store.
Data Translated to Strategy
It’s not enough to just have data on a map or even the analytics that come with it if it isn’t informing business strategy. There are many areas where these answers can guide strategic decisions and shape campaigns. Promotions can be visualized by their varying degrees of success and failure; this can help predict success in new locations and guide future planning.
The demographic information discussed earlier shows whether or not a store would reach your target audience and help clarify the expected success of a new site. Site reach and radius will help location planners understand if market share is being cannibalized by self-competition.
The end result is a combination of more efficient and successful promotions, more accurate expansion decision-making, increased sales, higher customer retention, and greater probability of success. In other words: higher volume, reduced risk, and greater profit potential.
Critical decision-making requires more than just a single data point. When you are able to break down the silos that contain all that valuable business data and put it in a place where it can be quickly and easily understood, you start creating an environment where all the information necessary to make the right decision is available. Being able to visualize that information offers strategic decision-makers an easy-to-understand view of who, when, where, and how.
When integrated and visualized, business intelligence mapping creates ROI on information that is greater than the sum of its parts. Individual data points are limitations in the decision-making process necessary to create competitive advantages, but when combined and presented in a geospatial context, businesses have a powerful roadmap to strengthening existing stores and making the best possible decisions for expansion
A.J. Clark is president of Thermopylae, a leader in geospatial mapping technology, allowing organizations to harness, visualize and make sense big data they already have, using Google maps as a platform, and was named Google Enterprise Global Partner of the Year 2013 for Google Maps. He can be reached at [email protected].