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J.C. Penney to open 300 big and tall men’s shops in next five years

BY CSA STAFF

Plano, Texas — J.C. Penney said Monday it will open 300 big and tall men’s apparel shops during the next five years. The stores, which will average 6,000 sq. ft. each, will be branded as The Foundry Big & Tall Supply Co.

An e-commerce site for the new format will go live in April 2011, followed by the opening of 10 stores in May. The company hopes to have 150 stores operating by 2013.

“With big & tall customers making up over 50% of the male population and spending nearly $6 billion on apparel, footwear and accessories, we saw an opportunity to serve the fashionable and professional big & tall customer who is often frustrated by the lack of sizes and fits, availability of brands and the overall lack of customer service in their category,” said Myron Ullman, III, chairman and CEO, J.C. Penney. “Offering an upscale environment and extensive assortments of apparel, footwear and furnishings created with them in mind, The Foundry Big & Tall Supply Co. is positioned to address all of the needs of the big & tall customer — one of the largest and fastest growing segments in the market place today.”

The new format will feature an urban, industrial design, in a hip, yet unpretentious environment, J.C. Penney said, that features concrete and wood flooring, brick walls, steel and wood fixtures and modern lighting, along with a lounge area.

The retailer named Steve Lossing, a retail executive with over 20 years of menswear experience, including eight years with J.C. Penney, as president of the segment.

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D.Parker says:
May-03-2013 12:14 pm

That was an interesting post
That was an interesting post to read about J.C. Penney and his plans to set up almost 300 men’s shops in next five years. I have been a follower of your posts and it is definitely a refreshing idea. Awaiting more interesting posts from you in the future.agelessmalevitality.com

D.Parker says:
May-03-2013 12:14 pm

That was an interesting post to read about J.C. Penney and his plans to set up almost 300 men’s shops in next five years. I have been a follower of your posts and it is definitely a refreshing idea. Awaiting more interesting posts from you in the future.agelessmalevitality.com

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OPERATIONS

Walmart to open stores at midnight on Black Friday

BY CSA STAFF

Bentonville , Ark. — Walmart announced that most of its stores will open their doors at midnight on the Friday after Thanksgiving.

Starting at 12 a.m. on Nov. 26, shoppers can head to the Walmart Open House for big savings on popular toys, apparel and home goods, the company reported. Then, beginning at 5 a.m., Walmart said it will kick off its electronics event, including discounted prices on HDTVs, laptops, gaming systems and cameras.

"New for this year, Walmart is inviting customers to come at midnight for great savings on items like toys, pajamas, denim and small kitchen appliances and then stay for incredibly low prices on hot electronics, like HDTVs, computers and video games at five a.m.," said Stephen Quinn, executive VP and chief marketing officer of Walmart U.S. "Giving families easier ways to save is important and offering great savings in our stores earlier this year — starting at midnight — is one way to make that happen."

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Building the ideal loyalty program

BY CSA STAFF

By Dan McKone, [email protected]

We are often asked for the “secret sauce” behind a successful loyalty program and whether we can provide a blueprint that can help retailers optimize their approach. In answer, there is no single generic “ideal program” — the retailer-customer relationship is far too complex to dumb down in this way. The best program for one retailer may be absolutely the wrong plan-of-attack for another, depending on their starting points in terms of:

1. The depth and breadth of the customer relationship;
2. The variation of customer segments addressed;
3. The competitive dynamic;
4. Observable customer behaviors; and
5. The retailer’s own strategic objectives

To illustrate the point at a high level, let’s look at a specialty apparel retailer. It is fairly well established that the typical specialty apparel consumer is a particularly promiscuous shopper relative to customers of other retail categories. To this end, it is a big ask to expect this customer to approximate anything close to the traditional concept of share-based loyalty simply by “points burn”-based motivation. Even if they don’t bother to work out the exchange rate precisely, a penny or two a point in value just doesn’t resonate in the world of 30% off (or more) signs.

By contrast, the concept of status-elevation/preservation can be a useful psychological tool to prompt incremental trips. Ultimately, product and price are going to drive the decision for the apparel shopper and points-based incentives won’t move the needle with a consumer accustomed to seeing striking percent-off discounts. So a better aim for the specialty apparel retailer is try to drive more trips and let the sales take care of themselves — i.e., if you get enough at-bats, the hits will follow. Therefore, the best programs for specialty apparel leverage the concept of status tiers (think gold and platinum members) where elite customers are exposed to special sales (e.g., VIP nights), special perks (e.g., relaxed return policies) or special treatment (e.g., surprise and delight elements).

When customers are conditioned on the benefits of status at one of their favorite retailers, they can become highly averse to losing this status. As a result, they become susceptible to “earn”-based promotions that help them achieve or maintain higher tiers. As an example, imagine a program where status was linked to trips rather than pure dollar value (even if dollar value initially triggered the program outreach). Consider the potential success of a program where a retailer prompted the decelerating-velocity customer to “buy any item” (at all) this week and receive double trip credits. Or try throwing in elite-qualifying trip credits as a kicker for attending a VIP event.

Mechanisms that place less emphasis on “spend more” and more emphasis on “come and see us more” put more faith in this customer and can build a winning relationship in the apparel sector. What’s more, the accoutrements that come with status can often be calibrated in a way that is less costly than the gross-margin give-away-game of simply offering a blunt points-based-discount on all purchases.

Getting retail loyalty right
When programs fail to generate true loyalty, motivate real changes in behavior or reveal actionable insights, they effectively become weak promotional tools. L.E.K. has found that customer rewards programs rank near the bottom of all promotional types when they are used in this way. Many rewards programs fail because they are either ill defined or are unrealistically tasked to achieve too many goals. Effective rewards programs should focus on one or two clear, repeatable messages, as it is difficult to address all potential program objectives equally well. To increase the effectiveness of your loyalty program, retailers should carefully consider how their rewards programs are configured, re-examine program goals and calibrate revised goals against measured results.

Dan McKone is a VP of L.E.K. Consulting, a global management consulting firm with a focus on retail and consumer products. He can be reached at [email protected] or visit lek.com/industries/retail for additional information.

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