“How to find and develop competitive advantages” · such as the new customer-centric Waitrose...
Transcript of “How to find and develop competitive advantages” · such as the new customer-centric Waitrose...
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Copyright (c) John L. Stanton 2006
“How to find and develop
competitive advantages”
By
Dr. John L. Stanton
Department of Food Marketing
Saint Joseph’s University
Philadelphia, PA
www.johnlstanton.com
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After being in the food industry for the
past 40 years I believe there have been
more significant changes in the past 5
than the previous 35
Consumers have changed and retail has
changed.
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My own example
• When I came to Brazil the first time in
1963, on my birthday I could call my
mother on the telephone for 5 minutes
• Today I talk to my friends in Brazil anytime
on Facetime
Copyright (c) John L. Stanton 2006
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4
Rapid changes to demographics, consumer lifestyles and technology are piling increasing pressure on retailers…
1. New threats for the retail industry
Busy lifestyles
Greater access to
technology
Changing demography
Two working parents
Increasingly hectic work/home schedules
Smartphone/tablet Penetration rising
Internet access anytime, anywhere
Increasing single person households
More commuting
Ageing population
Shift towardsurban dwelling
Tech-savvy generations
Better informed
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Who would have thought 5 years ago
that the largest hotel chain would be
Airbnb
or the largest retailer
Alibaba
Or the largest taxi/limo company
Uber
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Single family Households in
Brazil?
• However the average family size is
dropping fast
– In 1991 it was 4.1 In 2002 it was 3.7
– In 2011 10% of all Brazilian households are
single person
Copyright (c) John L. Stanton 2006
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Millennials are different
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10
…Meaning a wealth of questions must be answered and decisions made as how best to tackle those issues arising from the new retail environment.
1. New threats for the retail industry
Am I safe from
Amazon?
Is big-box dead?
Does online need offline?
How transparent do I need to be?
How much customer data
can I use ? Which channel do I prioritise?
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Where will the great
competitive pressure come
from?
The really big global stores
And
The on-line world
And
The deep discounters
Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
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These competitors will be tough
but each has their weaknesses
• The trick to beat the competition is to do
what they can not do.
• Take advantage of their weaknesses
• So let’s exam these two segments.
Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
But no one is invincible! You must
just find its “Achilles Heel.”
Remember the quote from the Wall
Street Journal in the 1940’s:
“Every supermarket in America will
be an A&P by 1950.” Today in the
U.S., A&P is in a very sad situation.
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Copyright (c) John L. Stanton 2006
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In the next slide we will see
estimates of global food sales
growth
• The international chains will target the
countries that offer the best opportunity!
Copyright (c) John L. Stanton 2006
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Expect the Global Giants to come
fastest then the past
• They will bring all the last technology
Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
Wal-Mart wants the
world!
"We're all working together; that's the secret.
And we'll lower the cost of living for everyone,
not just in America, but we'll give the world an
opportunity to see what it's like to save and have a
better lifestyle, a better life for all. We're proud of
what we've accomplished; we've just begun."
Sam Walton
(1918-1992)
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You can’t ignore the technology
• Maybe not today but you have to be ready!!
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Tesco begun piloting so-called Endless Aisles in its toy departments and for its F+F private label clothing range.
Giant touchscreens allow customers to order directly from the tesco.com online shop instore.
Customers can reserve orders by requesting a printed click & collect ticket or by app-equipped smartphone using a QR code displayed on the screen.
Some products can be rotated onscreen for a 360-degree view and all come with detailed information and descriptions.
Tesco will expand the trials to more ranges and is currently considering a new, integrated kiosk and digital signage strategy for its stores.
Case study: For UK-based multinational Tesco, Endless Aisles are seemingly the agents of change.
2. Technology can be a remedy
© T
esco
“I am convinced that these Endless Aisles,
in one way or another, will be part of the
fabric of our stores in the future. “
Mike McNamaraCIO, Tesco
Responding to the online threat, especially from
Amazon, Tesco is investing USD750 million to
comprehensively “embrace digital”.
Q. Thinking about when you've been shopping over the last six months, did you do any of the following? BASE: 15,201
19%of shoppers have used a stationary instore kiosk
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Two thirds of its customers shop via multi-channel and these spend 3.5 times more than regular shoppers.
Exploiting differentiation: convenience, assortment curation, best-in-class customer service, ease of returns.
Trialling new store formats, such as the new customer-centric Waitrose Swindonbranch (read more here).
Fulfilment options via Waitrose outlets; tie-up with delivery firm CollectPlus.
Matching competitor pricing.
Case study: John Lewis is a prime example of leveraging omni-channel capabilities to deliver on customer demand.
2. Technology can be a remedy
“Amazon is our biggest
competition. [The systems and
technology] they are firing at
us would make even the most
cavalier person modest.”
ANDY
STREETMD, John Lewis
John Lewis has invested heavily in ‘bricks and
clicks’ (instore/e-commerce) and in 2013
enjoyed online sales grow of 41%.
Q. Thinking about when you've been shopping over the last six months, did you do any of the following? BASE: 15,201
22%have used an interactive display to search more product ideas and suggestions
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UK department store group John Lewis went
live with a wall in the window of the Brighton
branch of its food retail chain Waitrose in
November 2011 .
Entertainment retailer HMV and 20th Century
Fox launched QR code shopping walls at bus
shelters in major UK cities in November 2011.
Online grocery retailer Ocado launched a virtual
shopping wall at the One New Change shopping
centre in London in August 2011.
French grocer Casino undertook a first trial of its
digital shopping wall in Lyon in October 2012.
2. Technology can be a remedy
Case study: Tesco’s test of a virtual shopping wall spawned numerous similar versions across Europe and beyond.
Tesco South Korea caused a stir in 2011 with a
QR code wall – enabling shoppers to add items
to online baskets by scanning the code. Orders
were then delivered that evening. Test locations
included a subway in Seoul (above). Tesco ran a
similar trial at Gatwick Airport in 2012 (below).
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Offers scanning function, shopping lists, weekly circular, product information, recipes, store finder.
App links into Ahold’s POS software and loyalty card programme.
Provides personalised offers based on past purchases, last barcode scan and the shoppers’ instore location.
Ahold scores every item purchased to achieve a ranking of products by their relevance to an individual customer.
Future plans: building a mobile super-app with increased amount of functionalities, including online ordering options.
Ahold is currently working with indoor geolocation specialist inside.
Case study: Ahold is among the pioneers of mobile commerce, providing comprehensive customer services via smartphones.
2. Technology can be a remedy
The importance of
personalisation from a
customer viewpoint can be
demonstrated by the take-
up of the Scan It!
technology. The app was
first launched without
personalised offers. When
these were later added, the
adoption rate by shoppers
doubled.
The retailer took its ‘Scan It!’ scheme, first launched at its US Stop &
Shop chain, from Motorola handhelds to the iPhone in spring 2011.
© A
ho
ld
42%of shoppers’ choice of retailer is influenced by personalised promotions and deals received on their phone.
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Smartphones mean the retailer can initiate a one-to-one communication with the shopper, delivering personalised messages and tailored offers along the path-to-purchase.
They enable retailers to identify high-spending customers the moment they enter a store, as well as avenues by which they can entice that shopper to visit their outlet.
What’s more, compared to other technologies and marketing methods, this approach is rather inexpensive.
2. Technology can be a remedy
However, the game is now changing dramatically. And this change is being powered by advancements in, and enthusiasm for, the smartphone.
By offering indoor navigation as well, retailers can kill two birds with one stone.
Provide shoppers with convenient tools (online product reviews, digital shopping lists etc.).
Collect valuable shopper insights at the same time.
The rise of smartphone technology offers hitherto-unimagined means of generating detailed insights into instore shopping behaviours and buying patterns.
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The current situation in Brazil
Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
Winning
• In developing any strategy to compete you
focus your strength against its weakness.
• We must frankly and honestly assess its
strengths and weaknesses.
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What can be done to stay
competitive
• Why The Supermarket’s Past Is Holding
It Back!!
Copyright (c) John L. Stanton 2006
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You can’t beat them on PRICE
• So stop giving away your margin to
compete on a basis you won’t win.
• Even if you get your prices lower,
customers won’t believe it.
– Wal-Mart spends too much money telling
people it is cheaper.
• Move to the next area of competition!
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Look at How Carrefour creates
perception of low price
“If you find cheaper in another store,
call us we will cut our prices within 24
hours” Red Line launched in April 2006
N1 The lowest price
Quality for the best price
The best prices of the city
MVI picture – Spain - 2006
Carrefour France
Carrefour Spain
Carrefour France
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“Stores that compete with the
giant mega-retailers strictly on
price will be hurt. As a niche
marketer we emphasize the total
shopping experience.”
Tom Copps of Copps Corp.
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But Pricing can’t be ignored!
• Pricing must be part of a strategy and not
something done on a category or
“acceptable GM” basis.
• Certain key items must be priced right.
• There are marginal shoppers who for a
“little more” will trade off for other benefits
but won’t be taken advantage of.
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Fragmenting the Marketplace
• The future of retail is a non-standardized
marketplace
• Not likely an undifferentiated mass market
is going to be as productive
– Mass products, mass distribution, mass
identities
• It is a truism that you can’t be all things to
all people
– It is increasingly true that being one thing to all
customers is not always good strategy
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Corporate, Brand and Product
Ubiquity
– The Past: the same thing available everywhere
• Economies of scale drove standardized marketing and
assortment
– The Future: more niche marketing, more
segmentation, more differentiation
– We need to learn how to have profitable
offerings that make our company ubiquitous but
not always at the product or even the brand
level
Something for everyone – but not the same something and not in the same place
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Both of these stores are very
targeted!
• Wegman’s • Whole Foods
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This won’t be easy!!!
• Low price has been the paradigm of food
retailers since the 1950s.
– Habits are hard to break
• The largest part of the market is “price
conscious” and it will require you to focus
on another benefit.
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Who can you focus on??
• Singles– More prepared
– More smaller sized especially produce and meats
• Moms with kids– Convenient “reserved parking” in front of store
– Wider baby food section than “category management” might suggest
– Help with bulky items like diapers
• See my book 325 Ways to Make Customers Feel like Your Supermarket is Their Supermarket
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Size
• Giants size means that it loses some control
especially in the area of customer service.
• With a million employees you can’t have
the best of the best.
• News reports show employees disgruntled
and it shows in store.
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Copyright (c) John L. Stanton 2006
• If employees don’t understand the mission and vision
of the business, chances are the customers won’t
either.
• It is employees who have to execute, so the mission
and vision become reality.
Remember,
Your People are Assets, too!
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“It’s our knowledge that can help the
customer. So, the first pump we have to
prime is our own people.”
Remember,
Your People are Assets, too!
Danny Wegman
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You can out perform the giants on
Customer Service
• The bigger it gets the more difficult it will
be to train and supervise the employees.
• The strength is efficiency so it must have
minimums on labor to maintain edge.
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• Make service departments a keystone of the stores.
Make sure everyone in a service department
knows their products and knows how to SELL.
• (in an ad hoc study I did for years I discovered
about half of the people working in the seafood
department didn’t eat seafood and admitted it)
– Teach suggestive selling
– Have people wear costumes that look like they
know what they are talking about.
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Copyright (c) John L. Stanton 2006
One Store Puts Everything Needed to
“Dress up a Potato” in the Produce
Section
They Have a Portable Cooler With Butter,
Sour Cream, Chives, Bacon Bits, Etc.
Available Next to the Potatoes.
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Copyright (c) John L. Stanton 2006
Here’s an example on a Fajita in one spot!
By the way they sold 40 cases of cheese in the week!
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Copyright (c) John L. Stanton 2006
How About Bacon, Lettuce and
Tomato Merchandised Together!
It Is Done Only When the Local Tomatoes Are in.
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Copyright (c) John L. Stanton 2006
Size and the Shopping Experience
• For many shopping at Wal-Mart is like
going to work. It is a chore that needs to be
done.
• But shopping can be an experience and
some retailers have created this sense.
– Publix in FL is an example
– It tries to make shopping more like a trip to the
mall than a trip to Wal-Mart.
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Copyright (c) John L. Stanton 2006
Volume
• By building its economic model on volume
the large format stores must reduce the
choice offered.
• There is a significant segment who do not
want the “average product” but want a
product for them.
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The value stores have limited
assortment
• You can get a product for a lower price at
the
Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
Key advantage:
Efficiency
• The drive to low price and efficiency has
left the hypermarket’s service departments
vulnerable.
• All meat is sent in shelf ready and no one
knows about the meats, produce and
seafood.
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Copyright (c) John L. Stanton 2006
Key advantage:
Product assortment
• Have a wide assortment to appeal to those who
want “more.”
• Requires a change in paradigm.
– You cannot use the usual model of profitability of
products and traditional category management.
– Look at Hy-Vee that offers 14 varieties of deli turkey,
or Harry’s Market that has 6 colors of peppers (even
though roast turkey and green peppers outsell the
others)
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Copyright (c) John L. Stanton 2006
Hy-Vee in Iowa offers 14
different varieties of sliced turkey
luncheon meat
• Oven roasted
• smoked
• fat free honey
Mesquite
• New England maple
• Fat free brown sugar
• Lemon dill
• Honey pepper
• Smokey mountain
pepper
• Rio Grande hot pepper
• Honey
• Kentucky Gold
• Garlic Pepper
• Fat Free Cajun
• Tomato Basil
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Copyright (c) John L. Stanton 2006
Another supermarket carried a
complete line of Mushrooms
• It had morels, shitake,
oyster, porcini, miatake,
cloud ear, enoki, crimini,
girolles, mosisseron,
French bolet, chanterelles,
black trumpet, Yellowfoot,
Hedgehogs porn porns and
portabellas.
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Copyright (c) John L. Stanton 2006
• The new focus must be on profitability of
customers not products.
• The focus must not be on gross margin of a
product but the absolute profit from each
customer.
• Never forget you make money from
customers not products!
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Copyright (c) John L. Stanton 2006
• Understand how you must position yourself to serve
your target customers.
• As it relates to your business, what does it mean to
“differentiate?”
• Realize “differentiation” does not mean pleasing
everyone.
Don’t try to be
Everything to Everybody!
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Copyright (c) John L. Stanton 2006
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The implications of the global shift are clear: consumers are looking to spend, but retailers
have fewer opportunities to interact with them. Consumers are planning, demanding and
above all, connected. Retailers need to capture consumers when they are in the store!!
Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
Can we do a better job of
merchandising the stores we have?
• Where do you find the nuts?
The candy section?
• Should it be in the dessert
section?
• The wine section?
• The greeting card section?
• Should we put products
targeted to Hispanics in with
Goya?
• In the fruit section?
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Copyright (c) John L. Stanton 2006
The Indulging Center• Other examples are the
candles, bubble baths and where legal, wines. Chocolates or other sweets are a natural in this location.
• Candles! 54% of consumers buy candles and it is a $2.3 billion business with 95% going to women.
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Copyright (c) John L. Stanton 2006
The Kids’ Center
• Many stores from
Supermarkets to non-
food stores such as
IKEA have Kids’
centers.
• In some cases they are
with toys and games to
buy as in this picture,
but in others it is
entertainment.
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Copyright (c) John L. Stanton 2006
In the Floral Sections and Florists
• Flowers are usually
associated with gifts
and entertaining.
• So is nice candy.
While many times the
florist carries the
“expensive
chocolates” there is
room for all kinds of
candy.
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Copyright (c) John L. Stanton 2006
A Party Section
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Copyright (c) John L. Stanton 2006
• Execution is everything!
• Good execution is the result of good hiring,
training and feedback
• Good execution drives value
• Proper execution leads to consistency
“You Seldom Get a
Second Chance to Make a
Good First Impression”
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Copyright (c) John L. Stanton 2006
We often get too much planning
and not enough execution!
When competing against good competition everything must be
right.
Avoid the avoidable
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Be quick and Agile
• A key weakness of the giants is that it has
layers and layers of administration to make
the smallest changes
• Act quickly
Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
Set the highest standards for
execution
• Make people responsible.
– If employees can’t get it right keep searching
for someone who will…don’t accept
compromise!
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Copyright (c) John L. Stanton 2006
Remember: It doesn’t matter
how big or how strong a
competitive chain is, it only
matters how big and strong the
one close to you is!!!
It may be hard to beat Wal-Mart in Bentonville
but you may be able to beat them in the store in
Washington Township NJ.
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Copyright (c) John L. Stanton 2006
A study comparing the effect of
Wal-Mart Supercenters moving
into a town in the mid-West
showed how things changed.
Stay in the game as long as
possible
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Copyright (c) John L. Stanton 2006
Initial Fallout
• Some companies had almost no unique
selling proposition or differential
advantage and only competed on price.
• They had the highest decline in sales
when Wal-Mart entered their market.
• They quickly went out of business.
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Copyright (c) John L. Stanton 2006
Initial Fallout
• Some of the better positioned stores
lost customers, but not all the
customers of the closed stores went to
Wal-Mart.
• Total sales in some of the remaining
stores increased!
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Copyright (c) John L. Stanton 2006
If you stay in the game, you get to
share the customers of the stores that
go out of business with the
remainder of those that stay in.
It is a lot like the poker games you see on TV. As each contestant goes out of the
game the remaining players get to share the total number of chips on the table.
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Copyright (c) John L. Stanton 2006
The way to best compete against
a Giant is
Never go head to head!!!
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Copyright (c) John L. Stanton 2006
Principles that help
“Take Back the Market:”
• Understand as much about the competition as
possible (Rule 5 Know the competition)
• Remember, your people are assets, too!
• Don’t try to be “everything to everybody.”
• You seldom get a second chance to make a good
impression.
• Stay in the game
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Copyright (c) John L. Stanton 2006
These changes will force a
“Paradigm shift”
• Most of what we do is determined by manufacturers and what manufacturers will give us.
• We still see profits in products and not customers.
• A market driven chain will have the buyers working for the store managers and not the other way around.
• Those closest to the customer will be determining what should be in the store and not the other way around.
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Copyright (c) John L. Stanton 2006
To compete with the Giants the same
old thing won’t work!
• We must all put aside what we did and
focus on what needs to be done.
• People who say it can’t be done must get
out of the way of the people who are doing
it.
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Remember
• There are no longer food stores that everybody likes a little, only stores that somebody like a lot!!
Copyright (c) John L. Stanton 2006
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Copyright (c) John L. Stanton 2006
Darwin Has Often Been Misquoted As
Saying
‘Only the Strongest Survive.’
However, what he really said
was “In the struggle for
survival, the fittest win out at
the expense of their rivals
because they succeed in
adapting themselves best to
their environment.”
Charles Darwin (1809 - 1882)
The Origin of Species 1859
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Copyright (c) John L. Stanton 2006
Obrigado
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