伯曼 零售管理（第13版）berman_rm13_ppt_14.pptxVIP

Retail Management: A Strategic ApproachThirteenth EditionChapter 14Developing Merchandise PlansCopyright ? 2018, 2014, 2012 by Pearson Education, Inc. All Rights Reserved Learning Objectives14.1 To demonstrate the importance of a sound merchandising philosophy14.2 To study various buying organization formats and the processes they use14.3 To outline the considerations in devising merchandise plans: forecasts, innovativeness, assortment, brands, timing, and allocation14.4 To discuss category management and merchandising software MerchandisingActivities involved in acquiring particular goods/ services and making them available at the places, times, prices, and quantities that enable a retailer to reach its goals. Merchandising PhilosophySets the guiding principles for all the merchandise decisions that a retailer makesIt should reflectTarget market desiresRetailer’s institutional typeMarket-place positioningDefined value chainSupplier capabilitiesCostsCompetitorsProduct trends Product Proliferation DataAldi $620 sales/sq.ft 1,400 SKUSCostco $929 3,700 Stew Leonard’s $1500-$3,750 est. 2,000 Trader Joe’s $1,750 2,500-3,500Average Supermarket $500 47,000 Average Sales Per SKUAldi $5.0 millionCostco $18.4 millionStew Leonard‘s $188,000 (only 5 stores)Trader Joe’s $2.4 -$2.9 million Winn-Dixie $142,000-$247,000With only four stores, Stew Leonard’s has the same bargaining power per SKU than Winn-Dixie, a chain with revenues 20 times higher that Stew Leonard’s Scope of Merchandising ResponsibilityFull array of merchandising functionsBuying and selling Selection, pricing, display, customer transactions ORFocus on buying function only Figure 14.1 The Unique Merc