Once upon a time, even Sears had a pet department, same with Meier's. Tractor Supply has a fully kitted animal washing stations. But as they say, it's all fun and games until someone ends up with a cone around their neck.
There is a crazy Venn diagram showing an overlap in pet ownership, home ownership and DIY behavior. But that doesn't mean customers give you permission to have dogs in the aisle while you are finding straight 2X4s or selecting paint or plumbing hardware. Maybe at Ace, but in a big box where Pros are eager to get to the job?
Next idea, please.
Target solves shopper problems with a superior value because it knows its customer and it is committed to the customer. The most complete selling model is having all aspects designed to surprise and delight, and exceed shopper expectations -- all the while making money.
Dissonance in a transaction undermines loyalty. Customers want to be respected. Fair and honest treatment matters. Partnerships that facilitate transactions require clarity. Someone has to own the customer relationship, it can't be a "hot potato." Satisfaction remains relevant.
Isn't this, "what does the future hold for Kohl's?" Can its leadership deliver returns investors want? Is it in isolation? Will Macy's and Kohl's both, one or none succeed?
Stir in JCP, Belk and Dillard's.
Do all go forward while Target continues unabated? "If hopes and wishes were horses beggars would ride."
I ran stores in Chicago and Boston, forty years ago and it was a real problem. I was frequently in court. Now it's out of control. The laws on theft size, criminal justice system in general, wealth distribution, embolden behaviors, guns.
Lots of boiling the ocean issues, but they must be solved for bricks to remain viable. Or retail becomes "catalog showrooms."
Of course, as with Covid, the lowest paid are on the front line and in danger.
Where is the NRF on this?
The strategy makes sense, just as it did at JCP. But did it work for JCP? If it's in Kohl's, the answer seems to be "not so much."
This strategy was also tried at Sears. "Circle of Beauty" was a silo within a silo within a silo. It didn't work.
Kohl's is neither JCP nor Sears. In fact, it's very different from both. That said, has Kohl's learned from those experiences and is it doing everything it can to, at a minimum, not make the same mistakes?
Business done for fun is better left undone.
Macy's is doomed. It can not throw off cash as investors expect as it is currently configured and operated. No national mall anchor provides a model of success to ape. Remember, the regional chains Federated bought to create Macy's had all failed in the markets in which they had their best chance of survival. That was 2006. The brand is no longer relevant, at the scale required, regardless of the channel in which it is engaged.
At this point, Macy's should sell off all assets to ensure highest return to shareholders.
Dunnhumby. I live in Chicago, no Kroger. However K bought Mariano's. I received precisely targeted coupons monthly in a "tasty" mailing.
The balance of the selling model is not as tasty as Mariano's was.
However, it is improving the assortment by location. I shop in two, located in very different Chicago neighborhoods with increasingly unique breadth of goods sold.
Context: There is doubt and head scratching around the Mastercard 3.5% lift with so many brands flat or decomping. We have yet to hear WMT Holiday '19 number.
Re: the economy: The high tide is not floating all boats. US minimum wage remains at $7.50. For those retailers with a high share of store portfolio in exurb/rural areas, decomping will be the trend.
Read the local paper coverage from the markets in which Macy's announced store closures. "Wrong merchandise" and "too highly priced" are the common comments.
A new book on the topic joins a full bookshelf: "Tightrope".
We have a problem. Retail sales are a canary in the coal mine.