PROFILE

W. Frank Dell II

President, Dellmart & Company

W. Frank Dell II is President and CEO of DELLMART & Company, Inc. He has been a management consultant for over 20 years and has more than 30 years of consulting and corporate experience. Prior to founding DELLMART, Mr. Dell was Vice President directing Cresap’s Food and Consumer Products Practice and Senior Partner and Director of Case and Company directing its Food and Distribution Practice.

Mr. Dell has performed a wide range of assignments in the areas of strategic planning, marketing, distribution, retailing, operations, pricing, organization, productivity improvement, data processing and research. Clients have included manufacturers, retailers, wholesalers, distributors and trade associations in the United States, Canada, Europe, Russia, Middle East and Africa.

A pioneer in the concept and application of both Direct Product Profit (DPP) and Activity Based Costing (ABC), Mr. Dell has directed numerous major studies modeling the costs of manufacturing, retail food, chain drug and food service industries. He served as an advisor to the Food Marketing Institute, National Mass Retailing Institute, National Candy Wholesaler Association Private Label Manufacturers Association and Comite International des Entreprises A Succursales (CIES).

Mr. Dell was the creator of BICEPS, a state-of-the-art buying and inventory control system; focus marketing and category management organization concepts; customer synchronization and comprehensive customer service operating concepts. His work on Total Company Productivity, Total System Profitability, Supply Chain Management, Vendor Sourcing, Pricing and Total Labor Control has been well received.

Before entering consulting Mr. Dell was Manager of Forecasting & Administration for the Colgate-Palmolive Company. His earlier corporate experience includes work for American Can and General Foods.

Mr. Dell received a B.S. in management from Northeastern University and an M.B.A. in marketing from Iona College. He is a frequent speaker for numerous organizations, including Food Marketing Institute, Food Distributors International and National Grocers Association. The Foodservice Distributor, Progressive Grocer, IGA, IdeaBeat and Grocery Marketing publish his articles. Mr. Dell is a member of Strategic Leadership Forum, Institute of Management Consultants, Council of Logistics Management, Warehousing Education and Research Council, Comite International des Entreprises A Succursales and Food Distribution Research Society. He is listed in Who’s Who and is a Certified Management Consultant.

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  • Posted on: 05/08/2018

    When Harry’s met Target and then Walmart

    Harry’s has developed products closer to the Target image. Placing the product in Walmart helps Walmart put pressure on Gillette, but downgrades Harry’s image. Harry’s should have developed a private label for Walmart and not demoted its image. Target should contact Dollar Save Club to develop a private label line for them. This is an example of new company making old mistakes. Going for today’s sales while not thinking about tomorrow.
  • Posted on: 04/23/2018

    Apocalypse? No. Retail faces a reset

    It is time retailers get off their death bed and start changing. First, Amazon is not the problem. They lower prices to drive competition out of business and they still don’t make a profit even when the competition leaves. Unless Amazon gets into making a profit, their house of cards will fall down. Yes the consumer is changing. Yes some product are going to be sold mostly off the internet, but not all. Wegmans, Publix and H-E-B don’t seem to have problem. Stock what the customer wants to buy, service them with a smile and understand you are competing with everyone not just the retailer down the street. Get back into the game of merchandising and an enjoyable shopping experience.
  • Posted on: 03/06/2018

    Will all retailers soon go cashier-less?

    To get rid of the cashier, you first much change the payment form and then process. Retail has been moving away from cash since the '50s. Cash and house credit accounts were the norm. Then came checks, which much of the world never used. Credit cards and debit cars now account for the majority of retail transactions. The evolution of self-checkout reduced cashiers by 75% and they only accept credit and debit cards. If there is no cash or checks for the cashier to accept, their job is simplified. For some formats like convenience stores the cashier is not very busy or productive. A store without cashiers may be possible. Publix and Wegmans are outstanding supermarket chains where customer interaction is a very important element to the shopping experience. Supermarket and department stores having no service/cashier will likely fail. Online shopping rarely has human interaction, but still has a self-checkout process. Limited formats could go cashierless, but not all forms of retail.
  • Posted on: 02/02/2018

    Is a Super Bowl ad worth $5 million?

    Is a Super Bowl worth $5 million? For some companies the answer is yes and the rest get a maybe. Large companies have difficulty reaching a broad group of consumers in a consistent format. The evolution of social media and internet advertising make telling the story difficult. Large companies just want to let consumers know they are still there. They always reached their customers this way. Small companies wanting to break out may spend the money to create awareness (GoDaddy). For the rest, other than bragging rights, it could be just spending money.
  • Posted on: 01/22/2018

    Does Whole Foods have a backroom problem?

    No retailer wants inventory in the backroom, but "no backroom inventory" will never happen. The retail industry has tried to improve store order/replacement for years. The problem is that the proposed solutions are worse than the problem. Backroom inventory was first believed to be caused by the order writer. In the '80s we changed from paper to scanning the shelf label. The idea was to cut out the time required and errors. Then we tried replenishment off of scan data. Since the data is still only 85 percent correct you either have backstock or out-of-stocks. For years I have marveled at how Walmart claims its replenishment system eliminated out-of-stocks except when I am in the store. I find their out-of-stock rate is higher than most retailers. What is missing is the understanding of shelf holding capacity and item sales variation. I know with internet sales retailers are moving toward item vs. case replenishment, but at what cost? Yes I am a fan of computer-supported replenishment, but understand the physical side before developing the technological solution.
  • Posted on: 12/28/2017

    RetailWire Christmas Commercial Challenge: The Final

    Overall it's Home Depot for me -- it brings the build-up to Christmas.
  • Posted on: 12/13/2017

    RetailWire Christmas Commercial Challenge: Home Depot vs. Lowe’s

    Home Depot does a good job of tying in their basic theme/message with a holiday twist. It provides a message that helps get Christmas decorations up and offers gift ideas. One of the best this season.
  • Posted on: 12/04/2017

    Should marketers personalize products using consumers’ DNA?

    We are starting to see Rx customization by patient, so why not other products? Medicine based on DNA is the future resulting in lower cost and faster recovery. With an ever growing number of patients on maintenance drugs, there is plenty of support for the concept. I see little if any support for any product not any better than zodiac signs for selecting anything.
  • Posted on: 11/30/2017

    The RetailWire Christmas Commercial Challenge Global Edition – Asda vs. Lidl

    Keeping in mind that European market is different than here, I found both commercials good. Asda was more Christmas focused, with seasonal food, thus a strong but indirect message. Lidi was fun to watch, but could be done for any family oriented occasion, not just Christmas. I give a slight edge to Asda
  • Posted on: 11/28/2017

    The RetailWire Christmas Commercial Challenge: Amazon vs. Walmart

    Both commercials promote the logistic side of buying online. This has been an Amazon focus for years, in an effort to be competitive with brick-and-mortar stores. Amazon has a mild Christmas flavor as a piggy back on their core approach. Walmart takes aim at Amazon's strength but fails to showcase products or range.
  • Posted on: 11/15/2017

    The RetailWire Christmas Commercial Challenge: Macy’s vs. Nordstrom

    Macy’s was a slow build and only in the last frame did you know who sponsored the commercial. Yes, a commercial can have institutional or seasonal image building, but in today’s sound bite world you must continually reinforce. I like the Nordstrom up tempo message. It has a from our house to your house theme. Look for people to be humming the music as they shop Nordstrom.
  • Posted on: 11/13/2017

    Retailers need supply chain urgency – now

    Retailers view investing in anything but stores is a waste of time and money. This is the same group that watched Walmart with its mechanized logistic system lower cost and take sales away. Today, retailers must view logistics as a new larger store. Those that do not are unlikely to be around long term -- just ask Sears about their future. Retailers must strategically think and plan for the future, not yesterday. What we learned with Direct Product Profit was that inventory cost money on the investment and cost of space to hold it. Retailers must stop forecasting and buy weekly for demand driven replenishment, real time. The future logistic system must minimize product touches, as shipping to the store, pick, pack and ship to consumer ensures no profit. Pick in store with customer pickup is profitable. Every retailer should start with a blank page and define the future logistic system. Then start working towards achievement.
  • Posted on: 11/08/2017

    As Amazon looms, CVS rolls out next-day Rx deliveries nationwide

    Some years ago every pharmacy offered home delivery -- at that time the pharmacy accounting for the majority of retail space. Medicine can be broken down as either acute or maintenance. Acute is something you need right now, be it a pain killer or to start the curing process. Maintenance is what a person takes every day. Acute requires immediate delivery while maintenance can be next-day. Just like grocery home delivery, unless you have minimum logistic costs, delivery can exceed gross margin. The negative for home delivery is the lost sales on impulse purchases or regular purchases (toothpaste, razor blades) when picking up with prescriptions. Additionally, think about bandages, braces, etc. that may be required. If it were truly important, pharmacy would never have stopped delivery. Some market segments need one-day delivery, others don’t care. The Amazon fear is overblown. Amazon has only truly succeeded in digital books. Every retailer can do home delivery, the question is should they?
  • Posted on: 11/07/2017

    Why is it so hard to get retail associates to upsell?

    A number of factors could increase upselling. Hire outgoing associates for the job, not to put in hours. Educate them on the products and features. One problem today is many customers do research online before coming into the store. Some of this research is biased or wrong. Unless an associate knows what they are talking about you cannot really help the customer. Make upselling part of the job and success measurement. Speak the language. When in a foreign speaking area speak the local language and English. For the rest of the country speak English. Teach employees to look the customer in the eye and ask if they can be of assistance. Only by changing the job and expectation will there be upselling.
  • Posted on: 11/07/2017

    Amazon scales back Fresh deliveries

    Amazon is facing a number of problems. No one is making money on home delivery when you apply honest accounting. Whole Foods (Whole Paycheck) produce is higher priced and organics have lower eye appeal. Whole Foods has a multiyear agreement with Instacart which is direct competition. Whole Foods does not have the physical capability to support a significant expansion. Finally, what is the strategy? Home delivery of fresh product (meat, produce, dairy) or all food products? The likely answer is that Amazon realized the required investment is greater than they anticipated.

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