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Dick Seesel

Principal
Retailing In Focus LLC

Brand loyalty is no different than store loyalty: It's not about the price. CPG marketers (and retailers) need to aspire to an emotional connection that will move customers from "satisfied" to "committed," even if the process starts with a price incentive. Eventually the customer needs to decide "they designed...

The barrage of promotional events, often with weeklong sales overlapped by one-day sales and so forth, has created the impression that "everything is always for sale" in many promotional department stores, and it's a powerful marketing tool. But I'm guessing that a study of the actual number of days...

To be literal-minded, the value of MSLO is whatever somebody is willing to pay for it — in this case, $353 million by Sequential Brands. It probably becomes the most high-profile brand in Sequential's portfolio, which consists mostly of second-tier designer and celebrity brands along with labels like Avia that...

Dumb question: Why would Sears, Walmart or anybody else think selling this product was a good idea in the first place? (I know ... There's a market for it.)

...

There is no such thing as "free shipping," no matter how aggressvely the service is pushed by e-commerce and omnichannel retailers. Somebody ends up paying for shipments that are too close to shopping deadlines like Christmas, or too bulky in the first place. So it's understandable that the big...

Attorneys general in many states already pay close attention to the accuracy of UPC scanning vs. shelf pricing and sale signs. It's in the interest of fairness, and it would be hard for any retailer to develop a systemic "workaround." There are already plenty of ways (in terms of...

Kohl's has had only three CEOs in the past 35 years, and all of them have been promoted from within. (Full disclosure: I worked for Kohl's for 24 years, until 2006.) So it's important for the company's board to be thoughtful about the most important decision it can make,...

The costs of turnover are certainly measurable, as George's article points out. Over time, Walmart and other stores will be able to gauge the higher costs of payroll vs. the lower costs of recruiting and training. Short-term, however, this is unlikely to deliver a payback.

But as an intangible benefit...

I don't see a merger in the cards, because of the two stores' very different business models. However I can picture joint ventures extending to small-format stores with elements of both Target and CVS under one roof, especially in urban locations.

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One common thread is the number of CEO's who are "homegrown." They are either family members (Wegman, Butt, Nordstrom) or founders (Schultz) or longtime employees themselves (Jelinek, Cook, Iger). These are people who have been immersed in each company's culture, have a sense of "ownership" and in some cases...

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