伯曼 零售管理（第13版）berman_rm13_ppt_20.pptxVIP

Retail Management: A Strategic ApproachThirteenth EditionChapter 20Integrating and Controlling the Retail StrategyCopyright ? 2018, 2014, 2012 Pearson Education, Inc. All Rights Reserved Learning Objectives20.1 To demonstrate the importance of integrating a retail strategy20.2 To examine four key factors in the development and enactment of an integrated retail strategy: planning procedures and opportunity analysis, defining productivity, performance measures, and scenario analysis20.3 To show how industry and company data can be used in strategy planning and analysis (benchmarking and gap analysis)20.4 To show the value of a retail audit Planning ProceduresOutline the firm’s overall direction and goalsCombine top-down plans and bottom-up/horizontal plansEnact specific plans, including checkpoints and dates Figure 20.2 The Integrated Strategy of TJX Figure 20.3 Opportunity Analysis with the SBA Table 20.1 Sales Opportunity Analysis Global Retail Development IndexMarket attractivenessCountry riskMarket saturationTime pressure Performance MeasuresTotal salesAverage sales per storeSales by goods/ service categorySales per square footGross marginsGross margin return on investment Operating incomeInventory turnoverMarkdown percentagesEmployee turnoverFinancial ratiosProfitability Figure 20.4 The Delicate Balance with Activities Intended to Improve Productivity Table 20.2 Benchmarking Through Operating StatementsType of RetailerTotal RevenuesGross ProfitCost of Goods SoldTotal Operating ExpensesNet IncomeApparel and accessory stores10056.543.532.311.2Auto repair shops10037.662.445.816.6Building materials/garden equipment10061.738.325.912.4Eating and drinking places10041.558.547.111.4Electronics and appliance stores10058.541.530.111.4Food and beverage stores10071.728.321.96.4Furniture and home furnishings stores10046.653.435.917.5Gas stations 10087.312.710.72.0General merchandise stores10066.9Health and personal care stores 10059.740.325.215.1Hotel and motels1007.093.