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 Retailing Sixth Canadian Edition

Management

Michael Levy, Ph.D.

Babson College

Barton A. Weitz, Ph.D.

University of Florida

Dhruv Grewal, Ph.D.

Babson College

Michael Madore, MBA, M.Ed.

University of Lethbridge

lev65960_fm_i-xxiv.indd 1 1/22/20 4:48 PM

 The Buying Process, 81 Efficiency of Internal Operations, 125
Need recognition, 82 Human resource management, 126
Information search, 84 Distribution and information systems, 126
Evaluation of alternatives: the multiattribute Retail analytics, 126
attitude model, 87 Location, 127
Selecting merchandise, 89 Multiple sources of advantage, 127
Purchasing the merchandise Growth Strategies, 128
or service, 92
Market penetration, 128
Post-purchase evaluation, 94
Market expansion, 129
Types of Buying Decisions, 94
Retail format development, 129
Extended problem solving, 94
Diversification, 129
Limited problem solving, 94
Strategic opportunities and
Habitual decision making, 95 competitive advantage, 131
Social Factors Influencing Buying Decisions, 95 Global Growth Opportunities, 132
Family, 96 The Strategic Retail Planning Process, 132
Reference groups, 96 Step 1: define the business mission, 133
Canada’s multicultural market, 97 Step 2: conduct a situation audit, 135
Market Segmentation, 99 Step 3: identify strategic opportunities, 138
Criteria for evaluating market segments, 99 Step 4: evaluate strategic opportunities, 138
Approaches for segmenting markets, 100 Step 5: establish specific objectives and allocate
Generation Z, the digital generation, 103 resources, 139
Retailing to Generation Z, 103 Step 6: develop a retail mix to implement
Composite segmentation approaches, 108 strategy, 139
Summary, 110 Step 7: evaluate performance and make
adjustments, 139
Key Terms, 110
Strategic planning in the real world, 139
Get Out & Do It!, 110
Summary, 141
Discussion Questions and Problems, 111
Key Terms, 141
Appendix 3A: Consumer Behaviour Toward
Fashion (On Connect) Get Out & Do It!, 142
Discussion Questions and Problems, 142

Section 2 Retailing Strategy Chapter 5 Retail locations strategy—

Chapter 4 Retail market strategy, 112 trade area decisions and site
What Is a Retail Strategy?, 114 assessment, 143
Definition of retail market strategy, 114 Evaluating Specific Areas
Target Market and the Retail Mix, 115 for Locations, 145
Building a Sustainable Competitive Advantage, 117 Economic conditions, 146
Relationships with Customers, 119 Competition, 146
Customer loyalty, 119 Strategic fit, 147
Brand image, 120 Operating costs, 147
Positioning, 120 Number of Stores in an Area, 148
Unique merchandise, 121 Economies of scale versus cannibalization, 148
Customer service, 121 Retail Site Selection, 149
Loyalty programs, 123 Evaluating a Site for Locating a Retail Store, 150
Relationships with Factors Affecting the Attractiveness of a Site, 150
Suppliers, 123 Traffic flow and accessibility, 150
Vendor relations, 123 Locational advantages within a centre, 152

viii contents

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 Trade Area Characteristics, 152 Location of merchandise categories and design
Trade area, 152 elements, 200
Sources of information, 153 Location of merchandise within a category, 201
Methods of estimating demand, 155 Visual Merchandising, 205
Estimating Potential Sales for a Store, 159 Presentation techniques, 205
Gravitational theories, 160 Fixtures, 207
Regression analysis, 162 Creating an Appealing Store Atmosphere, 208
Analogue approach, 162 Lighting, 208
Choosing the best method(s), 164 Colour, 209
Types of Locations, 164 Music, 209
Shopping centres, 164 Scent, 209
Shopping malls, 166 How exciting should a store be?, 210
Other retail location opportunities, 170 Website Design, 211
City or Town Locations, 173 Simplicity matters, 211
Central business districts, 173 Getting around, 211
Downtown locations, 173 Let them see it, 211
Redevelopment efforts in city and town Blend the website and devices with the store, 212
locations, 173 Prioritize, 212
Location and Retail Strategy, 174 Type of layout, 212
Shopping behaviour of consumers in retailer’s Checkout, 213
target market, 174 Summary, 214
Density of target market, 175 Key Terms, 214
Uniqueness of retail offering, 176 Get Out & Do It!, 215
Summary, 177 Discussion Questions and Problems, 216
Key Terms, 177 Appendix 6A: Principles of Display Design (On
Get Out & Do It!, 178 Connect)
Discussion Questions and Problems, 178 Appendix 6B: Online Mystery Shoppers
Assignment (On Connect)
Chapter 6 Store design, layout, and
visual merchandising strategy, 180 Chapter 7 International
Store Design Objectives, 183 retailing strategy, 217
Implement retail International Retailing:
strategy, 183 Canadian Issues, 219
Build loyalty, 186 American retailers come
to Canada, 219
Increase sales on
visits, 186 International retailers flocking
to Canada, 220
Control costs, 186
Canadian retailers in the United States, 220
Meet legal requirements, 188
Global Growth Opportunities, 224
Design trade-offs, 189
Attractiveness of international markets, 224
Store Design Elements, 189
Global consumer attitudes and retail trends, 228
Types of design, 190
The Great Malls in Asia, 230
Signage and graphics, 193
Who is successful and who isn’t, 230
Visual communications, 195
Keys to success, 231
Feature areas, 196
CAGE framework, 233
Space Management, 199
Entry strategies, 235
Space allocated to merchandise
categories, 199 Costs associated with global decisions, 235

contents ix

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 Global versus Multinational Retailers, 237 Assessing performance: the role
Global location issues, 237 of benchmarks, 273
The top 250 global retailers, 239 Summary, 274
Structure of retailing and distribution channels Key Terms, 274
around the world, 241 Get Out & Do It!, 275
Counterfeiting is a global threat, 242 Discussion Questions and Problems, 275
Summary, 244 Appendix 8A: Activity-Based Costing (On
Key Terms, 244 Connect)
Get Out & Do It!, 244 Appendix 8B: Retail Inventory Method
(On Connect)
Discussion Questions and Problems, 245
Appendix 8C: Considerations for GMROI
(On Connect)
Section 3 Financial Management
Chapter 8 Financial strategy, 246 Chapter 9 Information systems and supply
Objectives and Goals, 248
chain management, 277
Creating Strategic Advantage through Supply
Financial objectives, 248
Management and Information Systems, 279
Societal objectives, 248
Strategic advantage, 280
Personal objectives, 249
Improved product
Ratio Analysis, 249 availability, 281
Overview: Strategic Profit Higher return on
Model, 249 assets, 282
The Profit Path, 252 The Flow of Information
Net sales, 252 and Products in a Supply
Cost of goods sold, 253 Chain, 283
Gross margin, 253 Information flows, 283
Expenses, 253 The physical flow of merchandise—
logistics, 285
Net operating income, 257
The Distribution Centre, 286
Net profit, 258
Management of inbound transportation, 286
The Turnover Path, 258
Receiving and checking, 286
Current assets, 259
Storing and cross-docking, 286
Accounts receivable, 259
Getting merchandise floor-ready, 287
Merchandise inventory, 260
Preparing to ship merchandise to a store, 287
Measuring inventory turnover, 261
Management of outbound transportation, 288
Cash and other current assets, 264
System Design Issues, 289
Fixed assets, 265
Outsourcing logistics, 289
Asset turnover, 265
Pull and push supply chains, 289
Liabilities and owners’ equity, 266
Distribution centres versus direct store
Examining the Strategic Profit Model, 267
delivery, 290
Return on assets, 267
Reverse logistics, 292
Recap of the Strategic Profit Model, 269
Supply chain for fulfilling catalogue and
Setting Performance Objectives, 270 Internet orders, 292
Top-down versus bottom-up processes, 270 Drop-shipping, 293
Accountable for performance, 270 Collaboration between Retailers and Vendors in
Performance objectives and measures, 271 Supply Chain Management, 293
Types of measures, 271 Benefits of coordination, 293
Productivity measures, 272 Using EDI, 294

x contents

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 Sharing information, 294 Support Services for the Buying Process, 332
Vendor-managed inventory, 295 Resident buying offices, 332
Collaborative planning, forecasting, and Internet exchanges, 332
replenishment, 296 Using Internet exchanges to facilitate
Quick response delivery systems, 296 buying, 333
Electronic Communication Tools, 298 Strategic Sales Planning, 335
Radio frequency identification, 298 Guidelines for a seller in the negotiation
Types of RFID tags, 298 process, 335
RAIN RFID technology, 299 Tips for buyers—planning negotiations with
vendors (sellers), 336
Benefits of RFID, 299
The art of negotiation, 338
Impediments to the adoption of RFID, 300
Establishing and Maintaining Strategic
Beacon technology, 301
Relationships with Vendors, 340
Organizing the Buying Process, 302
Defining strategic relationships, 340
Merchandise Management Overview, 303
Maintaining strategic relationships, 341
The buying organization, 303
Building partnering relationships, 342
Merchandise category: the planning unit, 304
Legal and Ethical Issues for Buying
Merchandise management process, 306 Merchandise, 342
Forecasting Sales, 307 Contract disputes, 342
Category life cycles, 307 Chargebacks, 346
Developing an Assortment Plan, 309 Commercial bribery, 346
Category breadth and depth, 311 Slotting allowances, 346
Determining breadth and depth, 313 Buybacks, 347
Summary, 316 Counterfeit merchandise, 347
Key Terms, 316 Grey-market and diverted merchandise, 348
Get Out & Do It!, 317 Exclusive territories, 350
Discussion Questions and Problems, 318 Exclusive dealing agreements, 350
Appendix 9A: Strategic Merchandise Planning Tying contracts, 351
(On Connect)
Refusal to deal, 351
Appendix 9B: Additional Quantitative Metrics
Summary, 352
(On Connect)
Key Terms, 352
Chapter 10 Buying strategies, 319 Get Out & Do It!, 353
Branding Strategies, 321 Discussion Questions and Problems, 353
Manufacturer brands, 321 Appendix 10A: Purchasing Merchandise
(On Connect)
Private-label brands, 322
A brand or a store?, 327
Chapter 11 Retail pricing, 354
International Sourcing
Approaches for Setting Prices, 358
Decisions, 327
The cost-oriented method of setting retail
Costs associated with global
prices, 358
sourcing decisions, 327
The demand-oriented method
Managerial issues associated with global
of setting retail prices, 363
sourcing decisions, 329
The competition-oriented
Source close to home or buy “made in
method of setting retail
Canada”?, 330
prices, 365
Connecting with Vendors, 331
Profit impact of setting a retail
Wholesale market centres, 331 price: the use of break-even
Trade shows, 332 analysis, 367

contents xi

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 Price Adjustments, 368 Compensating and Motivating
Markdowns, 368 Retail Employees, 397
Coupons, 372 Policies and supervision, 397
Rebates, 372 Incentives, 398
Price bundling, 373 Organizational culture, 399
Multiple-unit pricing, 373 Job analysis, 401
Variable pricing, 373 Job description, 401
Pricing Strategies, 374 Locating prospective employees, 402
Everyday low pricing, 374 Social recruiting, 402
High/low pricing, 374 Social screening of applicants, 402
Deciding which strategy is best, 374 Screening applicants to interview, 403
Unethical pricing tactics, 375 Screening employers, 404
Pricing Services, 376 Selecting applicants, 405
Matching supply and demand, 376 Legal considerations in selecting and hiring
store employees, 405
Determining service quality, 377
Building Employee Commitment, 409
Using Price to Stimulate Retail Sales, 379
Developing skills, 409
Leader pricing, 379
Empowering employees, 412
Price lining, 379
Employee feedback survey, 412
Odd pricing, 380
Developing partnering relationships with
The Internet, Mobile Devices, and Price
employees, 413
Competition, 380
Trends in Retail Human Resource
Summary, 382
Management, 414
Key Terms, 382
Managing diversity, 416
Get Out & Do It!, 383
Legal and regulatory issues in human resource
Discussion Questions and Problems, 384 management, 417
Appendix 11A: Legal Issues in Retail Pricing AI making HR departments more efficient, 418
(On Connect)
Store Security Management, 419
Calculating shrinkage, 419
Section 4 Store Management Detecting and preventing shoplifting, 420
Chapter 12 Human resource management Summary, 425
and staff training issues, 385 Key Terms, 425
Store Management Get Out & Do It!, 426
Responsibilities, 387 Discussion Questions and Problems, 427
Gaining Competitive Advantage Appendix 12A: Organization of a Single Store and a
through Human Resource Regional Department Store (On Connect)
Management, 389
Objectives of human resource Chapter 13 Building customer loyalty:
management, 389 customer relationship management
The human resource triad, 391 and service strategies, 428
Special HR conditions facing retailers, 392 The CRM Process, 430
Designing the Organization Structure for a What is loyalty?, 430
Retail Firm, 393
Overview of the CRM process, 431
Organization design considerations, 394
Collecting Customer Data, 432
Retail Organization Structures and Design Issues, 395
Customer database, 432
Centralization versus decentralization, 395
Identifying information, 433
Coordinating merchandise and store
management, 396 Privacy and CRM programs, 436

xii contents

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 Analyzing Customer Data Service Recovery, 463
and Identifying Target Listening to customers, 463
Customers, 437
Providing a fair solution, 464
Identifying market
Resolving problems quickly, 465
segments, 438
Summary, 466
Identifying best
customers, 438 Key Terms, 466
Developing CRM Get Out & Do It!, 467
Programs, 441 Discussion Questions and Problems, 468
Customer retention, 441
Converting good customers Chapter 14 Appealing to the customer:
into best customers, 445 retail communication mix, 469
Dealing with unprofitable customers, 446 The Importance of a Communication
Implementing CRM Programs, 447 Program, 471
Customer Service, 448 Using Communication Programs
to Develop Brands and Build
Strategic Advantage through Customer
Customer Loyalty, 471
Service, 448
Value of brand image, 472
Customer service strategies, 449
Building brand equity, 473
Returns rethink, 451
Extending the brand name, 476
Customer Evaluation of Service Quality, 451
Methods of Communicating
Role of expectations, 451
with Customers, 476
The Gaps Model for Improving Retail Service
Direct marketing, 476
Quality, 452
Online marketing, 483
Knowing What Customers Want: Closing the
Knowledge Gap, 453 Sales promotions, 489
Researching customer expectations and Personal selling, 494
perceptions, 454 Advertising, 494
Using customer research, 455 Public relations, 496
Setting Service Standards: Closing the Strengths and Weaknesses of Communication
Standards Gap, 455 Methods, 497
Commitment to service quality, 455 Control, 497
Developing solutions to service problems, 457 Flexibility, 498
Defining the role of service providers, 458 Credibility, 498
Setting service goals, 458 Cost, 498
Measuring service performance, 459 Planning the Retail Communication Process, 499
Meeting and Exceeding Services Standards: Establishing objectives, 499
Closing the Delivery Gap, 460 Developing the promotional message, 501
Giving information and training, 460 Determining promotional frequency
Providing instrumental and emotional and timing, 503
support, 461 Determining the communication budget, 503
Improving internal communications and Allocating the promotional budget, 507
providing support, 461
Planning, implementing, and evaluating
Empowering store employees, 461 communication programs—three
Providing incentives, 462 illustrations, 507
Communicating the Service Promise: Closing the Summary, 511
Communication Gap, 462 Key Terms, 511
Realistic commitments, 462 Get Out & Do It!, 512
Managing customer expectations, 462 Discussion Questions and Problems, 512

contents xiii

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 Section 5 Cases Case 18 Developing an Assortment Plan for
Hughes, 554
Case 1 The Last Days of Target, 515 Case 19 Capital Sportswear: Buying, 555
Case 2 Find “Good Stuff Cheap” at Ollie’s Bargain Case 20 How Much for a Good Smell? Pricing, 558
Outlet, 524
Case 21 Enterprise Rent-A-Car Focuses on Its
Case 3 Sobeys Finds Its Fit with the Urban Crowd: People, 558
Customer Behaviour, 526
Case 22 Creating Loss Prevention Programs that
Case 4 The Decision-Making Process for Buying a Fit the Culture, 560
Bicycle, 527
Case 23 HR Technology Is All about Connections, 560
Case 5 Attracting Millennials to a Retail
Case 24 Preparing for Succession, Stitch by
Career, 528
Stitch, 562
Case 6 Starbucks’s Expansion into China, 530
Case 25 Customer Service and Relationship
Case 7 Build-A-Bear Workshop: Where Best Friends Management at Nordstrom, 564
Are Made, 533
CASE 26 Active Endeavors Analyzes Its Customer
Case 8 Supplementing for Success in the Canadian Database, 566
Market, 534
CASE 27 Engaging with Customers through Social
Case 9 Blue Tomato: Internationalization of a Media, 566
Multichannel Retailer, 537
CASE 28 Diamond in the Rough, 567
Case 10 Vivah Jewellery: Location Strategy, 539
CASE 29 Target Marketing with Google
Case 11 Stephanie’s Boutique: Store Strategy, 541 AdWords, 568
Case 12 Innovating the In-Store Experience, 542 CASE 30 Promoting a Sale, 570
Case 13 A Musical Quandary in an Italian
Restaurant, 544
Case 14 Home Depot: Opportunities and Challenges Glossary, GL-1
in China, 545 Endnotes, EN-1
Case 15 Tiffany & Co. and TJX: Comparing Chapter Sources, CS-1
Financial Performance, 549 Name Index, IN-1
Case 16 The Chocolate Shop, 550 Organization Index, IN-1
Case 17 Diamonds from Mine to Market, 552 Subject Index, IN-5

xiv contents

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 PREFACE
Retailing is a high-tech, global growth industry that the largest retail firms highlight the need for a thor-
plays a vital economic role in Canadian society. ough understanding of the financial implications of
The objective in this Sixth Canadian Edition is to retail decisions. Financial analysis is emphasized in
stimulate student interest in retailing courses and Chapters 8, 10, and 11. Financial issues are also
careers by capturing the exciting, challenging, raised in the sections on trade area decisions and
and rewarding opportunities facing both retail- site assessment (Chapter 5), compensating sales-
ers and firms that sell their products to retailers. To people (Chapter 12), and developing a communica-
this end, the authors have concentrated on tracking tion budget (Chapter 14). In-text Concept Checks
the evolving role of the Internet and social media are provided to help students evaluate their grasp
in the retail industry. of essential topics in financial analysis for the retail
As with previous editions, Retailing Manage- environment; answers to the Concept Checks are
ment reflects the evolving nature of retailing, includ- available on Connect.
ing up-to-date data, current and Canadian examples,
and cutting-edge information on trends in retailing. Operations and Store Management Tradition-
ally, retailers have exalted merchant royalty—
buyers who knew what the hot trends were going to
Basic Philosophy be. By devoting an entire chapter to information
systems and supply chain management and an
The Sixth Canadian Edition of Retailing Manage-
entire section to store management (Chapter 9),
ment focuses on the broad spectrum of Canadian
this text reflects the changes that have occurred
and international retailers, both large and small, that
over the past fifteen years—the shift in emphasis
sells merchandise or services. The text examines
from merchandise management to the block and
key strategic issues with an emphasis on the finan-
tackling of getting merchandise to the stores and
cial considerations and store management issues
customers and providing excellent customer ser-
that are particular to the Canadian experience. We
vices and an exciting shopping experience. Due to
include descriptive, how-to, and conceptual material
this shift toward store management, most students
to demonstrate key concepts and core principles.
embarking on retail careers now go into store man-
agement rather than merchandise buying.
Broad Spectrum of Retailing In this text, we de-
fine retailing as the set of business activities that add
value to the products and services sold to consumers Balanced Approach
for their personal or family use. Thus, in addition to
products in stores, this text examines the issues fac- The Sixth Canadian Edition continues to offer a bal-
ing services retailers such as Starbucks and non- anced approach to teaching an introductory retail-
store retailers such as Amazon and Hootsuite. ing course by including descriptive, how-to, and
conceptual information in a highly readable format.
Strategic Perspective The entire textbook is or-
Descriptive Information Students can learn
ganized around a model of strategic decision mak-
about the vocabulary and practice of retailing from
ing. Each section and chapter is related back to this
the descriptive information provided throughout
overarching strategic framework. In addition, the
the text. Examples of this material are:
book focuses on critical strategic decisions such as
selecting target markets, developing a sustainable • Leading North American and international
competitive advantage, building an organizational retailers
structure and information and distribution systems • Management decisions made by retailers
to support the strategic direction, building customer • Types of store-based and non-store retailers
loyalty, and managing customer relationships.
• Approaches to entering international markets
• Issues concerning retail locations
Financial Analysis The financial aspects of re-
tailing are becoming increasingly important. The • Organizational structure of typical retailers
financial problems experienced by some of • Flow of information and merchandise

preface xv

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 • Branding strategies Unique Aspects of Retailing
• Methods of communicating with customers
Management, Sixth Canadian Edition
• Store layout options and merchandise display
equipment Customer Relationship Management Chapter 13
examines how retailers are using customer databases
• Technological advancement that is affecting
to build repeat business and realize a greater share of
the industry wallet from key customers. These customer relation-
• Adoption of environmental practices ship management activities exploit the 80–20 rule—
20 percent of the customers account for 80 percent of
How-to Information Retailing Management goes the sales and profits. In this chapter, we discuss how
beyond this descriptive information to illustrate retailers identify their best customers and target these
how and why retailers, large and small, make deci- customers with special promotions and customer ser-
sions. Step-by-step procedures with examples are vices. The topics covered in this chapter include:
provided for making the following decisions: • Why retailers want to provide special services
• Comparison shopping to their best customers
• Managing a multichannel outreach to • How retailers use customer databases to deter-
customers mine who their best customers are
• Scanning the environment and developing a re- • How retailers build loyalty from their best
tail strategy customers
• Analyzing the financial implications of retail • What retailers do to increase their share of wallet
strategy • How retailers balance customer privacy con-
• Evaluating location decisions cerns with the provision of personalized promo-
• Developing a merchandise assortment and tions and services
budget plan Evolving Role of the Internet Integrated coverage
• Negotiating with vendors includes the opportunities and challenges retailers
face interacting with customers through multiple
• Pricing merchandise
channels—stores, catalogues, Internet, social media,
• Recruiting, selecting, training, evaluating, and and mobile. Fifteen years ago, many experts thought
compensating sales associates that the consumer would abandon the mall and shop
• Designing the layout for a store for most products and services using the Internet.
Now it is clear that the Internet is not transforming
Conceptual Information Retailing Management the retail industry, but rather facilitating the activities
also includes conceptual information that enables undertaken by traditional retailers—retailers that
students to understand why decisions are made as use multiple channels—to interact with their custom-
outlined in the text. As Mark Twain said, “There ers. In the Sixth Canadian Edition, we have increased
is nothing as practical as a good theory.” Students our treatment of how these multichannel retailers
need to know these basic concepts so that they can provide information and sell products and services
make effective decisions in new situations. Exam- to customers. We discuss multichannel retailing,
ples of this conceptual information in the Sixth omni-channel retailing, and Internet retailing appli-
Canadian Edition include: cations throughout the textbook, including:
• Retail evolution theories • The distinctive customer benefits offered to cus-
tomers by the different channels—stores, cata-
• Customers’ decision-making process
logues, social media, mobile, and the Internet
• Market attractiveness/competitive position ma-
• How multichannel and omni-channel retailers
trix for evaluating strategic alternatives
offer more value to their customers by provid-
• Activity-based costing analysis of merchandise ing a seamless interface so that customers can
categories interact with retailers anytime, anywhere
• The strategic profit model • Factors that will affect the growth of the Inter-
• Price theory and marginal analysis net channel
• The gaps model for service quality • The key success factors in multichannel and
management omni-channel retailing
xvi preface

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 • The impact of social networks on buying resources to the development of exclusive
behaviour products—whether products that the retailer de-
• The use of the Internet for recruitment and signs (private label) or exclusive brands produced
training by national brand manufacturers.
Retailers are placing more emphasis on devel-
• Communicating with customers through m-com-
oping their brand image, building a strong image
merce, social shopping, email, and websites
for their private-label merchandise, and extending
• Providing information and customer service their image to new retail formats. These exclusive
through Web-enabled kiosks and POS terminals brands, as the term implies, are available only from
• Internet-based digital signage in stores the retailer, and thus customers loyal to these
brands can find them only in one store. Some ex-
New Ways to Communicate with Customers amples of our extended treatment of exclusive
Retailers communicate with customers using a mix brands in this edition are:
of methods, such as advertising, sales, promotion, • Strategic importance of private labels
publicity, email, and social media using Twitter,
• Private-label approaches and types
Facebook, YouTube, and Instagram. Although many
traditional methods, such as advertising, have been • Process for developing and sourcing private
used for decades, Internet-enabling technology has labels
changed the way retailers use their promotional bud- • Building a strong brand image
gets and communicate with customers, including:
Emphasis on International Retailing Retailing
• The impact of social networks on buying
is a global industry and it is imperative that stu-
behaviour
dents understand how firms adapt their business
• The increased use of smartphones to allow cus- practices to the cultural and infrastructural dif-
tomers to make price comparisons, locate mer- ferences in international markets. With a greater
chandise, receive coupons, and buy merchandise emphasis being placed on private-label merchan-
• The use of blogs, Twitter, Facebook, and You- dise, retailers are working with manufacturers
Tube to promote retailers and specific mer- located throughout the world to acquire mer-
chandise, as well as to collect customer attitudes chandise. In addition, retailers are increasingly
about retailers and reviews of their product looking to international markets for growth op-
• The use of the technology to customize and de- portunities. We examine international retailing
liver coupons and other targeted promotions to strategies, ranging from those used to enter new
customers, who also use Internet sites to find international markets to the global sourcing of
coupons to redeem at their favourite retailers merchandise.

Social Responsibility of Retailers Retail institu- Active Learning and Application Concept
tions are pervasive in our society and thus have a ma- Checks - these can be found in the chapters that
jor impact on the welfare of their customers, suppliers, deal with financial analysis, pricing, and HR man-
and employees. Given the importance of their societal agement. These stopping points allow students to
role, both consumers and retailers are becoming more reflect on the mathematical components of various
concerned about societal issues facing the world, types of analysis and test their knowledge. Solu-
such as global warming, immigration, health care, tions are provided to students on Connect so they
and working conditions in less developed economies. can self-assess as they study.
Some of these social responsibility issues are dis- Spotlight on Retailing - opening vignettes now
cussed in the Sixth Canadian Edition, including: have discussion questions to help stimulate student
engagement at the beginning of each chapter. Sug-
• Consumer interest in green products
gested answers for these can be found in the In-
• Issues in sourcing merchandise globally structor’s Manual.
• Considering sustainability issues in store Retailing Views - each RV now has questions to
operations help facilitate discussion and engagement about
topics relevant to the chapter.
Expanded Treatment of Brand Development Get Out & Do It - these exercises suggest projects
Issues To differentiate their offerings and build a that students can undertake by either visiting local
competitive advantage, retailers are devoting more retail stores or using the Internet. The exercises are
preface xvii

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 designed to provide a hands-on learning experience • Updated Retailing View 2.6: “Helping Couples
for students. The Discussion Questions and Prob- Get Ready for the Big Day”
lems allow students to critically analyze the chapter • New Retailing View 2.7: “Four Adaptive Strate-
material in a particular scenario or context. gies for Direct Selling in the Digital Age”
End-of-text cases - a set of 30 cases provide dis-
• New Retailing View 2.8: “Automated Drugstore
cussion questions for a comprehensive examina-
Concept ‘Pharmabox’ Aims to Disrupt Cana-
tion of a scenario or case covering multiple topics
dian Retailing”
and chapters. These use current and exciting ex-
amples of retailers students see every day. New • New Retailing View 2.9: “How Augmented Real-
cases in this edition feature companies such as ity Is Helping Connect Consumers between
Home Depot and Starbucks. Digital and In-Store Space”
• New exhibits: 2–7; 2–8; 2–9; 2–10; 2–18; 2–19
Chapter-by-Chapter Updates • Updated exhibit: 2–4
In addition to reorganization within some chapters
to improve flow and structure and the amalgama- Chapter 3
tion of chapters 9 and 10 from the Fifth Canadian • Revised Spotlight on Retailing: “What’s up with
Edition, the following changes have been made for mPayments?”
the Sixth Canadian Edition. • New Retailing View 3.1: “Social Shopping 101—
What Retailers Need to Do to Sell Via Social Me-
Chapter 1
dia Platforms”
• New Retailing View 1.1: “The Most Reputable
• New Retailing View 3.2: “The Internet Has
Canadian Company in Canada? Look No Fur-
Changed the Retail Buying Process”
ther than Mountain Equipment Co-Op”
• Revised Retailing View 3.3: “Do-It-Herself at
• Updated listing of Canada’s leading retail cor-
Lowe’s”
porations (Exhibit 1–6)
• New Retailing View 3.4: “The Internet Has
• New Retailing View 1.2: “The Evolution from
Changed the Buying Process at Walmart”
Snow Goose to Canada Goose”
• New exhibits: 3–1; 3–5
• Updated Canadian industry statistics
• Updated Retailing View 1.3: “Retail Council of
Chapter 4
Canada”
• Revised Spotlight on Retailing: “Mobile Provid-
• New Retailing View 1.4: “Several Ways Retailers
ing Extraordinary Results”
Can Leverage Blockchain”
• New Retailing View 4.1: “Can Cannabis Retailers
• New Retailing View 1.5: “A Look at the ‘P’—Pro-
Develop a Sustainable Competitive Advantage?”
cess. Robots and Humans: Is There Room for
Both in the Retail Setting?” • New Retailing View 4.3: “Blockchain and Loy-
alty Programs...Can the Two Mix?”
• Revised exhibits: 1–2; 1–3; 1–5; 1–6; 1–7
• New Retailing View 4.4: “Harry Rosen, Presi-
• New exhibit: 1–4
dent, Harry Rosen Menswear”
Chapter 2 • New Retailing View 4.5: “Can Unrelated Diversi-
• New Spotlight on Retailing: “Amazon’s Disrup- fication Work? Coffee and Cannabis?”
tive Behaviour Reaches the Grocery Industry” • New Retailing View 4.6: “Macro-Environmental
• New Retailing View 2.1: “‘Blurring’ Will Con- Forces and Their Impact on Growth Strategy”
tinue To Transform Traditional Retail” • Updated exhibit: 4–4
• New Retailing View 2.2: “Walmart: Supply Chain
Management Master!” Chapter 5
• Updated Retailing View 2.3: “Rent Some Luxury” • Revised Retailing View 5.1: “10 Most Expensive
• New Retailing View 2.4: “What’s up with Retail Shopping Strips”
Pop-Ups?” • New Retailing View 5.2: “Incorporating a Mixed-
• New Retailing View 2.5: “Grocery Retail in Can- Use Development Strategy for Regional Malls”
ada: Is a Technological Uprising on the Horizon?” • Revised exhibit: 5–13
xviii preface

lev65960_fm_i-xxiv.indd 18 1/22/20 4:49 PM

 Chapter 6 • New Retailing View 11.5: “Price-Fixing Bread?
• New Spotlight on Retailing: “BMO Launches Really?”
Beautiful figure3-designed Flagship at Canada’s • Revised Retailing View 11.6: “Haggling for a
Financial Crossroads” Better Price”
• New Retailing View 6.1: “The Samsung Experi-
ence Store — Live the Experience” Chapter 12
• New Retailing View 6.2: “Retail Is Going Green!” • Revised Spotlight on Retailing: “ATB Develop-
ing a Positive Employee Experience”
• New exhibit: 6–4
• Revised Retailing View 12.1: “Recruiting Top
Chapter 7 Talent for Your Small Business”
• Revised Retailing View 7.2: “In India, Men Buy • Revised Retailing View 12.8: “The Use of Bio-
More Clothing than Women” metrics in Retail — North America”
• Revised Retailing View 7.3: “Mega-Malls in Asia” Chapter 13
• Revised Retailing View 7.4: “Direct Selling in • Revised Spotlight on Retailing: “Loyalty Pro-
China” grams: Big Information Business”
Chapter 8 • New Retailing View 13.1: “Canadian Tire
Launches a New Loyalty Program, but Do Cus-
• New Spotlight on Retailing: “Alipay Comes to
tomers Want It?”
Canada”
• New Retailing View 13.2: “Millennials and the Desire
• New Retailing View 8.1: “Patagonia a Retail Pio-
to Use Mobile Applications to Develop Loyalty”
neer of CSR”
• New Retailing View 13.3: “Five Ways to Build a
• Revised Retailing View 8.2: “Dollarama and Nord-
Consumer-First Loyalty Program”
strom: Retailers Targeting Customers at the Op-
posite Ends of the Income Distribution Spectrum” • New exhibit: 13–1
• Revised Retailing View 8.3: “Cutting Costs at
Chapter 14
Costco Wholesale”
• New Spotlight on Retailing: “Canadian Smart-
• Revised exhibits: 8–4; 8–7
phone Behaviour and Trends”
Chapter 9 • Revised Retailing View 14.1: “Harnessing the
Power of Social Media to Make Customers Happy”
• New Retailing View 9.1: “Canadian Tire—
Bigger is Better for Intermodal Travel” • Revised Retailing View 14.2: “Trending Mobile
Marketing Themes”
• Revised Retailing View 9.2: “Netflix: The Evolu-
tion of a Company” • New Retailing View 14.3: “Are QR Codes Dead?
These Retailers Don’t Seem to Think So!”
• Revised Retailing View 9.4: “RFID Trends”
• New Retailing View 14.4: “The Power of Social
• New Retailing View 9.5: “Athleisure—Fad or
Media: Celebrating Diversity!”
Fashion for the Long Haul?”
• New exhibit: 14–9
Chapter 10
Cases
• no updates in this chapter
• New cases:
Chapter 11 –– Case 2: Find “Good Stuff Cheap” at Ollie’s
• Revised Spotlight on Retailing: “Pricing without Bargain Outlet
Borders” –– Case 4: The Decision-Making process for
• New Retailing View 11.1: “Gap Inc. — Too Much Buying a Bicycle
of a Good Thing?” –– Case 6: Diamonds from Mine to Market
• Revised Retailing View 11.2: “Luxury More –– Case 14: A Musical Quandary in an Italian
Than Higher Prices” Restaurant
• New Retailing View 11.3: “Several Pricing Ex- –– Case 16: Home Depot: Opportunities and
periments That May Boost Retail Sales” Challenges in China
preface xix

lev65960_fm_i-xxiv.indd 19 1/22/20 4:49 PM

 About Retailing Management: Guided Tour

Spotlight on Retailing:
Each chapter opens with a brief vignette,
highlighting a retailer or retailing trend that
is related to the material in the chapter. These
spotlights illustrate how successful organiza-
tions view the industry and provide students
with first-hand information about what peo-
ple in retailing do and their successes and
challenges. A number of the Spotlight on Re-
tailing boxes are either new or have been re-
vised for the Sixth Canadian Edition.

Did You Know? Boxes:

Highlighted boxes in the margin of each JSMimages/Alamy Sto
ck Photo
chapter contain inter- net sales
esting facts about re-
DID YOU KNOW? Key Terms:
A small selling space
tailing. For instance, offering a limited mer-
did you know that ex- Found near the chapter chandise assortment.
76 percent. The percentage of
pensive toilet paper Canadians who owned a
content—key terms are mixed-use
defined as students en- development (MXD)
sells better during the smartphone in 2016, up 12 Development that com-
holiday season be- percent from the previous counter them, making bines several uses in
tween Thanksgiving year.7 for easy, on-the-spot one complex—for example,
shopping centre, office
and New Year’s, since referencing. For
tower, hotel, residential
people have guests in their homes? example: complex, civic centre, and
convention centre.

Retailing Views:
These chapter vignettes relate con-
cepts to activities and decisions made VIEW
1.1 RETAILING FURTHER
NADA? LOOK NO
by retailers such as Walmart, Costco, E CA NA DIA N COMPANY IN CA
TABL
THE MOST REPU CO-OP
IN EQUIPMENT asure a firm’s CSR
and IKEA. They also discuss innova- THAN MOUNTA ble Seven attributes
were used to me
ment, products
Most Reputa govern
itled “The World’s tion): citizenship,
footprint (reputa
tive retailers—including Canada In her article ent
201 8,” Forbes staffer Vick
y Valet indicated
and ser vices, inno vati on, fina ncial per formanc
e, leader-
pan ies nity
Com business commu ment.
Goose and Zara—and provide inter- that, from a glob
al perspective, the
e, with 61.5 percent
ship, and wor kpla ce env iron
study was Google,
followed by
mode for som e tim Placing first in the e organizations
has been in crisis
esting facts about Generation Z. The of people recent
ly sur veyed adm
itting that they “no
lon-
Lego, with Rol ex rou ndin g out the top thre
the righ t thin g by society.”
do in Canada.
majority of the vignettes are either ger trust compan
ies to
ses in Canada fare
, a study was
Nine Canadian com
panies cracked the
top 50 spots
C) finished
To see how busines e (RI), which pro
vides ent Co- op (ME
untain Equipm
new or revised in this edition. Also in initiated by the
Rep uta tion Inst itut
ations looking to
enhance in the study. Mo
with Jean Cou tu mo ving up eight spots
reputation intellige
nce to organiz fifth in the study, rall.
this edition, discussion questions utation. The study the eighth spot ove
based on their rep (from 2017), into
their brand image inesses with over
2700
250 bus
have been added to each RV to fur- prepared by RI con
ed
side
bet
red
wee n Jan uary and February
of 2018.
individuals poll
ther engage students with said topics.

Exhibit 5–1
Location decisions based on four levels
Exhibits:
Charts, illustrations, and tables Country Regional analysis Trade area analysis Site analysis

give visual meaning to complex

subject matter and provide easy
reference for students.

xx about retailing management: guided tour

in Vancouver.
MEC headquarters rts
ntain Equipment
Co-op (MEC) quering our hea
Courtesy of Mou e with purpose, con
balance per formanc
t MEC finish in the to the ir brand promise.”
vey indicated tha and minds by livin g up
Results of the sur nce “its foundin
g
to its abil ity to bala
high position due al aspiration while tions
lev65960_fm_i-xxiv.indd 20
values with Canadia
n her itag e and glob
ponsible at its
Discussion Ques the success of the
ir CSR foot-
1/22/20 4:49 PM
 tomer = population of city (c
s for the average cus Pb
than do the calculation
h com munity, we could mple showing how a
located in the middle of eac The following is an exa
babilities that each cus
tomer
nda ry is drawn using Reilly’s
have calculated the pro the new loca tion. catchment area bou
would go to .
in the two communities law of retail gravitation
gra vity model considers tion of 350 000, and a city
Even though the Hu ff
e A city (A) has a popula -
g store sales—travel tim of 175 000. City A is 85 kilome
only two factors affectin are qui te acc ura te (B) has a population k tha t the poi nt of
diction s would thin
and store size—its pre great- tres from city B. One half-
tors typically have the the two cities would be
because these two fac 10 Why don’t you try a cal-
indifference between
ice . two cities
est effect on store cho plete way between the Reilly’s law of retail
model? Attempt to com (42.5 km). However, the
point of
culation using the Huff gravitation
metres
Concept Che ck 5.1. indifference is 49.8 kilo A model used in trade
35.2 kilo - area analysis to define
away from city A and two
B (see the relative ability of
CONCEPT CHECK me tres awa y from city
cities to attract custom-
5.1 Exhibit 5–1 1). Tab le 5.2 has
ers from the area
resent
tion, calculate the potentia
l been included to rep between them.
Concept Checks: Using the following informa
il golf store (Gol f “R” Us). the sce nar io jus t exp lain ed:
sales for a new reta
These boxes allow students to
Square
take a look at some of the more footage Exhibit 5–11
challenging math-related con- vitation
Existing store 7500 Reilly’s law of retail gra
cepts they have been introduced Proposed store 11 000 Dab Mab =
85
Mab = 175,000
Drive
to, test their knowledge, and then time
1+
Pb
Pa
1+
350,000

check the solutions on Connect. Drive time from Annual Mab = 49.8
existing sales in
from new
store store millions Mab
Communities 85 km
5 minutes 2.5
Milky Way 12 minutes a b
9 minutes 4.5
Crater Creek 6 minutes
S U M M A RY 49.8 km 35.2 km

assessment
area decisions and site
This chapter provides an overview of the importance of the chap
target terdefining
market, thelnature
5: retai tions strategy—trade
loca of the retailer’s offering,
retailing sector to the Canadian economy. The retailing pro- and building a competitive advantage through location,
cess is the final stage in the distribution of merchandise and human resources management, information and supply chain

Summary:
is one of the most important sectors of the Canadian econ- management systems, and customer relationship manage-
omy, producing annual retail sales of approximately $588 ment programs. The tactical decisions for implementing the
billion in 2017. In that year, sales in the retail sector were strategy involve selecting a merchandise assortment, buying

Chapter summaries recap the chapter dominated by the motor vehicle and parts sub-sector, which
totaled $160 billion in sales in 2017, or 26.3 percent of mar-
ket share, and the food and beverage stores sub-sector, which
merchandise, setting prices, communicating with customers,
managing the store, presenting merchandise in stores, and
providing customer service. There is no doubt that the nature

content—a great tool for studying! totaled $121.9 billion, or 20.7 percent of market share.
The Canadian retail industry has witnessed a number of
of retailing has changed, as sophisticated technologies (such
as AI and robotics) create efficiency of product distribution
dramatic changes in recent years as big-box stores and and improve daily operations to satisfy customer needs.
power centres hit our landscape, and information and com- The key to successful retailing is offering the right prod-
munication technology grow in sophistication. Retailing in uct, at the right price, in the right place, in the right quanti-
Canada has responded with diversity, with many types of ties, at the right time, and making a profit. To accomplish all
stores competing in this dynamic marketplace. Specialty re- this, retailers must understand what customers want and
tailers compete against category killers, and traditional de- what competitors are offering now and will offer in the future.
partment stores battle for market share with mass Retailers’ wide range of decisions extend from setting a
merchandisers. The examples in this chapter provide real-life sweater’s price to determining whether a new multi-million-
examples of what is happening. dollar store should be built in a mall.
The retail management decision process involves devel- Retailing offers opportunities for exciting, challenging

GET OUT & DO IT!

oping a strategy for creating a competitive advantage in the careers, either by working for a retail firm or starting your

Get Out and Do It!: marketplace and then developing a retail mix to implement
that strategy. The strategic decisions involve selecting a
own business. Aspects of retail careers are discussed in
Appendix 1A, available on Connect.

At the end of each chapter, these a mystery shop visit for

3. GO SHOPPING Compstores
lete
ite for in your community.
exercises suggest hands-on proj- SE Visit the webs
1. INTERNET EXERCI On their website, they indi-
Sport Chek (spor tchek
.ca).
a couple of cannabis
Analyze your visit based
on the marketing mix. Ensure
toward Did either
inspire every Canadian P’s in your analysis.
ects that students can complete cate “Our mission is to
a fit, healthy and active
lifestyle.” Does this
47

?
website you review all seven
store stand out? Why
or why not?
mission statement Visit the websites for
reflect the retailer’s online
either by visiting a local retailer or r 4. INTERNET EXERCISE ) and Starbucks (star-
stores that sell simila
GO SHOPPING Visit twocater to the same target
s.com
Tim Hortons (timhorton

using the Internet.

2.
merchandise categories
and KEY TERMS
their retail formats simila r? bucks.com). Is the look/ feel of these Internet sites
re experience of the store
s?
segment(s). How are consistent with the in-sto
do they have a sustainable
Dissimilar? On what basis e has Why or why not?
Explain which you believ
competitive advantage? blockchain distribution channel retailing
a stronger position. breaking bulk ethics scrambled merchandising
corporate social responsibility intertype competition smart contracts

DISCUSSION QUESTIO (CSR) intratype competition variety

NS customer relationship retail strategy vertical integration

AND PROBLEMS Discussion Questions and Problems:

management (CRM) retailer

This section proposes thoughtful questions and

1.
encourages analysis and application of the text
Distinguish between
breadth and depth.
these important elemen Why are 7. Choose a product catego
ts of retail market structu ry that both you and
2. How can small, independent re? parents’ purchase (e.g., your
retailers compete agains clothing, smartphones,

material.
large national chains t books). In which type
when considering breadth of store do you typical

NS
DISCUSSION QUESTIO
depth of merchandise? and chase this merchandise? ly pur-
What about your parents
Explain why there is, ?
3. Referring to Exhibit 2–4, or is not, a difference
in your
in the food and bevera store choices.
category one area, in ge
particular, has seen signific
8. Many experts believe that

AND PROBLEMS
growth. What does ant
that mean to NAICS customer service will 22 section 1: the world of retailing
general? 445 in one of retailing’s most be
important issues in the
years. How can retailer coming
4. Discuss why there is
substantial growth with s that emphasize price
as discount stores, catego (such
purchasing of groceri online ry specialists, and off-pric
es for millennials (44 retailers) improve custom e
compared to baby boome percent) er service without increas
rs (12 percent) aged costs and, thus, prices? ing
70? 55 to
next
9. Exhibit 2-17 identifies a four-tie ts might it face over the
5. What environmental threa
of Target
Why haven’t hypermarkets r hierarchy a company

CASE 1 The Last Days

ts?
er use to develop a com- it prepare for these threa
been successful in North must pursue in order
approaches can a retail
to truly be considered
ten years? How could
America? Do you believe
future?
they will be successful
in the channel retailer. Where 1. an omni-
are most Canadian compa What er and descr ibe urant in
nies tage? Choose a retail sted in opening a resta strong sense of
would be the next step petitive advan Assume you are intere retailwas still a
in this hierarchy? What
6. Compare and contrast for a competitive strategic
ad- 6. in the—bu
problems there
t gic
strate
the retail mixes of conven these companies on this
how they have developed to be-
setthrou gh the steps were
stores, traditional superm ience
10. Should a multi-channel
pyramid?
discu
grand open ssed
ing in
of Targ et Cana
your da wasGo
town.
Focus the
amon g leaders, many of whom
on do-
markets, and warehouse
arkets, supercentres,
hyper- retailer offer the same ge with one of the approTheaches need ed to know
ss show Exhibitism
n inoptim 4–6.
to one former
stores. Can all these vanta
assort- Tony Fishe r
plann ing proce t, , acco
ality rding
gin in one month, and The ment
marke
ment of merchandise
retail institutions survive food for sale on its website expa
y. Inof theUSlocal ts. urant
resta
in the long run? Explain
why same price as it sells at thethis chapter. any was actu
ing situatread
aally ion audit ,
“If there
and ’s any team in retail that
or why not. in its stores? Explain
penetherrationthe comp
, a retail for- oyee
ating
empl altern atives
, was,
why not.
2.
why or
Give an example of a marketwhet fying el
identir-lev empl
altern oy- , evalu
atives p was
the nd, it’s us.” The grou
uaryand 2013 , abou
a divers ifi-t a dozen senio thismix
a retail
and turn thingfor arou
Febrsion, market can
in fact. They had over-
t expan Ontat rio,
mat development, a marke company’s Miss selecissau a targe
ting ga,
gy ees
that Apple might
gath useat
ered thetheir
with
. their ridin g a wave of momentum, gruel-
of ss hurdles and worked
growt h strate resta urant
state
cation
head quar ters to offer updates on the dent al, chaincome
s, seem
includ ing ingly
Old endle
Navy and
there
presi this point, and they knew
iPhone. da’sowns sever
depa rtmesuch
map nts. Fishe
as that r, Targ7. et Cana
The Gap
ling ofhour s to
growt get totunity
h oppor
in a posit ioning as
Reputhe launc
blic. Whath type empl oyee says
3. Draw and expla
ers ing
hold mer ings every
customeet
andthese
Banadayna
costs
it opene
were to delay
d each ing. The former
of these
for thewas retail ing when more than
End-of-Text Cases: shown in Exhibit 4–4 waswas The yGap
rarel good . The
pursu the conc erne d much
erscrep close
thattsell yogar. The
leg- news mostmeet
is the synering ultimately
gistic with
points ) for date
retail conce pts?
prod Which
ucts was abou t the
segments (ideal trouble moving
retail
the first few stores; it
gings (pants). company was having al The
es and onto? when to open
Gap chain ponement
“Whos isdistribution
origin
centr Cana e dian launch. Post
Thirty comprehensive cases and accompanying ques- 4. Go to harryrosen .com and read from
why store
the page
Harry hasshelv
tiltedrnou
its cave
es, so
been whic
suc- h woul8. Identify
d leave Targ
a et
storeoutle
or
glitc
ts
servic e entir
provid
woul
hy y progr
loyalt
er of
ety that youet’s
Targ
Explainpush
d mean
am.
believ
whying back even more
it is store open
e expressed confi-
-
Harry Rosen?” Identify The tcheckout has
ed.marke syste wastive
anm effec
yone else in attendanc
tions are provided at the end of the text, including six poor
high-e stock
ndlymens wear the ings. Ever time
cessful in marke ting to the erly.
effective. Wors e, schedule, and by the
actions prop
and didn’t process trans sales was new dence in sticking to the would
segment. is inventory and , it was clear the doors
y gove
olognald’s rning
. What the meeting concluded
brand-new cases. The inclusion of some longer cases 5. Complete a situation analystren
on? What are its
sistechn
for McDo
theand
togths orga nizat
weak ion;
nesse no
s? one
The
seem
750
ed to fully under-
empl oyee s at the open as prom ised. “Tha t was the biggest mista
the form er empl oyee .
ke
its missi
stand how it all worked. we could have made,” says
et
provides students with an opportunity to explore impor- Mississauga head offic
e had worked furiously
ing, and nerves were begin
for a
- Roughly two years
from that date, Targ
for creditor protection
, marking
year to get up and runn at Cana da filed of the
stores were slated to open
tant concepts in greater depth. ning to fray. Three test
h, followed shor tly by
an- the end of its first inter
national foray and one
s in Canadian corporate
the beginning of Marc most confounding saga
142 section 2: retailing strateg
y
ion had to be made . deba cle cost the parent company bil-
other 21. A decis rega rded as history. The n, and put
Fisher, 38 years old at
the time , was
lions of dolla rs, sullied its reputatio al
the
Source: Joe Castaldo, “The Last Days of Target,” Canadian quickly risen through
Business, http://www.canadianbusiness.com/the-last-days-of-target-canada/ out of work. Target’s arriv
a wunderkind who had and post in roughly 17 600 people s and feared by
rican comm ipated by cons umer
(accessed June 14, 2016). ranks at Target’s Ame to was high ly antic
lowly business analyst , whose roots stretch back
76 section 1: the world of

Minneapolis, from a rival retailers. The chain

retailing
divi- grown
people across multiple its retail strategy and
leader of a team of 400 in a new country to 1902, had perfected et
the Targ et bran d
a US$70-bill ion titan in its home country. Targ
sions. Launching he recei ved into ient orga nizat ion
date. The news tical, and effic
was his biggest task to about retailing
after noon was a careful, analyguided
shouldmanagement: tour
cultu re. The corpo- xxi
Febr uary red corp orate
from his group that r with a highly admi y
if he was unnerved, Fishe da was uncharacteristicall
have been worrying, but ration’s entry into Cana
ed patiently as two peop
le in for any retailer. Under
didn’t let on. He listen abou t open - bold —not just for Target, but billio n for the
essed reticence paid $1.8
the room strongly expr ern Steinhafel, the company u-
ing timetable. Their conc rs chain in 2011 and form
ing stores on the exist and leases to the entire Zelle end of
that with seve re supply chain problems lated a plan to open 124 locations by the
was patc hy or empty expe cted to be
pect of but the chain
stores facing the pros with 2013. Not only that,
d blow its first date year of operations.
shelves, Target woul ght ad- profitable within its first has been end-
Still, neither one outri Target Canada collapsed 1/22/20alists
lev65960_fm_i-xxiv.indd 21 Canadian consumers. plan s. Why 4:49. PM
any push back its sts, pundits, and journ
vocated that the comp lessly dissected by analy e
 Award-Winning Technology
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Instructor resources for Retailing Management, 6ce:

• Instructor’s Manual
• Test Bank
• Microsoft® PowerPoint® Presentations
• Application-Based Activities
• Videos

Instructor’s Manual
The instructor’s manual includes annotated chapter outlines and notes, answers to Discussion
Questions and Problems, and ancillary lectures and exercises.

Comprehensive Test Bank

Within Connect, instructors can easily create automatically graded assessments from a compre-
hensive test bank featuring multiple question types and randomized question order.

Application-Based Activities
The Connect Application-Based Activities are highly interactive and automatically graded applica-
tion- and analysis-based exercises wherein students immerse themselves in a marketing environ-
ment, analyze the situation, and apply their knowledge of marketing strategies. Students progress
from understanding basic concepts to assessing and solving complex real-world scenarios.

lev65960_fm_i-xxiv.indd 22 1/22/20 4:49 PM

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