Tag Archive for 'Retail'

Keeping Predictive Models Current: Dealing with Continuous Change…Continuously

by Nat Evans, Pitney Bowes Business Insight

Most contemporary predictive models, which forecast performance such as sales, customer visits, membership levels, etc., are based on historical data that create “snapshots in time,” using whatever relevant sources were current at the time of analysis. Examples include POS distributions, store and competitive locations, store sales performance and demographic data. But we know operations and the environment changes as soon as a model is completed and put into use. As a result, model accuracy erodes with each passing day as the data inputs into the model or the benchmarks upon which expected performance are based become stale. To be sure, most site selection professionals and researchers attempt to make sure models are as fresh as possible, updating these data elements on a regular and recurring basis. During recent engagements with several long time clients, we have been asked if there was a way to take into consideration dynamic time series data elements to help with forecasting and minimizing risks.

What do we mean by dynamic data?

Many factors may play pivotal roles in retail forecasting and market prioritization. Depending on the level of aggregation, the obvious thought is that a researcher may be able to affect a change in market conditions or individual sales estimates, depending on the application. Indeed, they can significantly sway analyses enough to change even the simplest of decisions, either minimizing risks (if used appropriately) or increasing a company’s vulnerabilities, especially given the current macro-economic climate.
A couple of sources of dynamic data within the context of a static model may include:

• Macro-economic data such as housing starts, CPI (consumer price indices), funds rates, and unemployment percentages either nationally or at varying levels of macro geography – state, county, or CBSA. Such measures provide a look into the health of consumers’ collective behavior, and depending on how the analysis is structured, whether these factors will be leading or lagging indicators of retail growth and consumer spending (PBBI has created an approach-MarketPulse-that incorporates these factors into predictive models).

• Gas prices. Gas price fluctuations on a regional or even local level can create a similar effect that macro-economic variables may produce in models. Obviously, the higher gas prices rise, the less disposable income consumers will have to purchase goods and services, potentially depressing actual local store performance. Distance may become a stronger deterrent to patronage as a result.

If a retailer’s or restaurant’s sales forecast model was created in better times, it may produce a “false positive,” inappropriately triggering a go/no-go decision and costing company valuable resources and capital from other locations that may be more profitable. Just as importantly, if a company is judging a general or district manager on existing location(s) sales performance based on a projection created earlier in the fiscal year, the company may be unduly influencing that leader’s performance rating on factors outside of his or her control.

How can we create more flexible models using dynamic data?

There exists a myriad of ways we can leverage dynamic data through any forecasting or analytical process, more generally. The important point with any data source is to leverage any and all relationships that may prove fruitful through the forecasting process. But, it must be relevant to your research design, have purpose, and be significant enough to warrant using in modeling and analytical review.

In the future, the ability to collect and cleanse data continuously not only from existing, well-documented sources, but also new sources, such as e-commerce and online social/behavioral data, will become more available and increasingly important across any organization. Additionally, whether on-premise or in the “Cloud”, the technology that facilitates a seamless data flow into predictive applications should enable decision-making with the most up-to-date analysis possible.

Spotlight on New Orleans: The Crescent City, Five Years Later

Kyle Bingham, Pitney Bowes Business Insight

This month, I was in New Orleans, analyzing several sites for a large retail client. The last time I was in the Crescent City was five years ago – just a mere four months after Hurricane Katrina hit. I was both excited and anxious to see how the city had changed. I had many questions on my mind as I left Louis Armstrong International Airport in my rental car: at what level were the most impacted neighborhoods coming back? What shape was the infrastructure in? What retail was operating in these areas?

My fieldwork took me to many of the neighborhoods that, five years ago, were completely under water. West of City Park, neighborhoods like Lakeview and Lakeshore showed positive signs of recovery; however, the rebuilding efforts were sporadic and entire blocks remained unoccupied. It was strange to see homes with fresh paint and new roofs next to boarded up homes that still bore the spray-paint markings of post-Katrina rescue teams. The current state of the roads in these neighborhoods was also unexpected. The hurricane and subsequent years of neglect had taken their toll. I was constantly on the lookout for potholes and saw large depressions in the road that were the size of Volkswagen Beetles. While it was clear that, with the help of U.S. federal stimulus dollars, a concerted effort was being made to improve the major thoroughfares, both my rental car and I agree there is still a lot of road work that needs to be done.

The retail landscape was also a mix of redevelopment and vacancy. The retail sector in which I saw the most redevelopment was pharmacies/convenience stores. Walgreens dominated the landscape, with newer/redeveloped units in Lakeview, Mid-City, and Gentilly Terrace. Though not a new development, local and quick-service restaurants also seemed to be making a comeback. Clearly, the winners in the post-Katrina rebuilding efforts are the home-improvement centers. The Home Depot, for example, still operates two smaller, non-prototype units that were opened as a result of the hurricane. In both Chalmette and East New Orleans, Lowe’s and The Home Depot have units within a half mile of one another – in Chalmette, they even have adjacent parking lots. It was in Chalmette – in St. Bernard Parish, that the recovery has been the slowest, evident from the empty parking lots and the lack of other national chains. The return of retail to these areas has been clearly affected by the economy and by the uncertainty of the population return. The latest estimates show that the return of residents is slowing down, with population levels still below pre-Katrina numbers in many neighborhoods.

As I drove through the Lower 9th Ward, I noticed a sign installed by the city that stated the recovery efforts were underway in that area; underneath, in spray paint, someone had scrawled “Five years later!” Its clear things aren’t happening as fast as many had hoped they would, but as those who have visited know, the city’s residents are very proud of their culture, extremely resilient, and determined to rebuild. My trip was right before the Super Bowl, a mayoral race, and Mardi Gras, all three of which dominated the conversations I heard from the French Market to the Garden District. Now that the Saints have won and Fat Tuesday is upon us, there is a lot to celebrate, but a lot of work to still be done.

Positive Retail Comp Sales – A Good Sign? It is All Relative

Ed Borden, Pitney Bowes Business Insight

The monthly reports of retail year-over-year comp (comparable sales) is often viewed a strong sign of the health of retailers; however, the recent positive gains are being plotted against the sales performance of 2009 — not a banner year for retail sales. While the January-over-January gain of 4.7% is an encouraging sign that the industry is recovering, the sales remain significantly lower than the volumes of even two years. As quoted from blog article Retail Sales Advance the “Year-over-year numbers, though, often tell you as much about conditions a year ago as they say about current conditions.”

Like the Retail Sales Advance article discusses, PBBI has also directly witnessed through our retail and restaurant client relationships that change sales comp numbers without historic context can be misleading. Moreover, the shape and size of this retail recovery is not being share equally among all retailers or even amongst all retailers in the same retail specialties (e.g., home improvement, electronics, and apparel).

The graphs below depict the national historic trends in total retail sales, and consumer confidence and sentiment. Naturally there is a link between the consumers’ spending and the consumers’ feelings towards spending — the peaks and valleys generally follow the same trend. Even though none of the information provided in the charts is all that new, the graphical representation of this information clearly shows just how hard this recession has affected retailers. So when you hear great news about the retail sales recovery, just know it is all relative.

US Retail Sales

US Retail Sales

Consumer Confidence and Sentiment

Consumer Confidence and Sentiment

Year-Over-Year Change in Retail Sales

Year-Over-Year Change in Retail Sales

12 ways location data yields better decisions – Part I

Location intelligence has clearly become a mainstream business practice—driving decisions across most every department. As we begin 2010, we wanted to provide you some insights into twelve of the latest trends and applications. Today we’ll look at how geo-spatial information supports customer-facing initiatives.  Next week, we’ll examine the same trends in operations and the public sector.

Site Selection. Opening a new store or branch location can cost millions of dollars, with payback often calculated in years. Companies can now analyze market demographics, competition and consumer buying habits across alternative geographies in order to predict events well into the future. This is especially important in times of economic uncertainty, when many firms are deciding whether or not to close or relocate stores and branch locations.

Customer Segmentation. Marketers can go beyond simple postal codes to identify households at the neighborhood and street level who are most likely to become new customers or to purchase additional products and services. Color-coded maps overlay multiple levels of data, including revenue, Census information, proximity and customer penetration—making it easy to visualize how market demographics correspond to sales potential.

e-Tailing. The exponential growth of online shopping adds another dimension to marketing decisions. While consumers may transact in a “virtual world” they still access the Web from specific locations. Understanding the relationship between where online customers live and work vis-à-vis the location of retail locations and competitive outlets makes it easier to develop strategies that best leverage both on- and off-line efforts.

Customer onboarding. The opening of a new account can be one of the most critical times in the relationship between a customer and a company. Geocoding applications help validate the exact location of new accounts so correspondence and shipments reach customers in a timely fashion. Increasingly, organizations are also using location-based information to make real-time decisions on which products or services to cross-sell in the first 90 days, when customers are most open to expanding their relationship.

Customer self-service. With an ability to integrate vast amounts of data, analytics and customer-friendly mapping applications, customers can now view the same information used by back-office personnel. In one instance, an insurance company shared details on a hurricane’s path online, discouraging individuals from submitting false claims.

Customer care. In many companies, telephone reps now navigate intuitive, user-friendly mapping applications to make on-the-spot decisions based on location. In most cases, these technologies are employed to identify cross-sell opportunities and provide accurate information to customers regarding network access.

While spatial analysis is just now hitting its stride in terms of business applications, it is likely that major breakthroughs are yet to come.  New tools and solutions are making it even easier to locate new opportunities, connect with customers and communicate more efficiently.  So tell us… what other ways are you tapping the “power of where” in your business?

Retailers Embrace Cyber Shopping

Elizabeth Zachry, Pitney Bowes Business Insight

Shopping malls have been around for hundreds of years and, thus far, have been able to respond to the ever-changing demands of the consumer. What started as simple structures in downtown areas of cities have morphed into grandiose buildings in suburban settings. However, with an increasing number of consumers turning to the internet for bargains, retailers are trying to find new ways to bring shoppers into their stores. According to the U.S. Census Bureau, e-commerce sales have steadily increased over the past decade, from less than 1% of the total quarterly retail sales to more than 3%, with current trends indicating that online shopping will only increase.

Instead of fighting this trend, retailers are embracing the internet and finding new ways to integrate the online shopping experience with the traditional storefront. Some retailers, such as Gap Inc., offer the opportunity to order products online from within the store, making shopping easier for consumers when the desired product is out of stock. In addition, several retailers, such as REI, Sears, and Nordstrom, offer online consumers the option of picking up their items at a retail location, eliminating shipping costs and shortening wait times for packages. Many retailers and shopping centers even have their own Facebook pages and Twitter accounts, where people can become fans and followers and can get regularly updated information on sales and store promotions.

Increasing use of mobile technology has also led to new applications designed to improve the in-store shopping experience. One such application, by NearbyNow – a company in Mountain View, California, allows users to find and hold products in the stores nearby. If, for example, you are looking for a black shirt, the application lists all the stores in your area that sells black shirts, gives you the option to put a shirt on hold – even lets you email pictures of the various shirts to your friends to judge.

Certain aspects of internet shopping will be impossible for shopping malls to replicate, but it seems as though the future of retail encompasses both the storefront and the internet.

Black Friday 2009….Cheap Thrills or Business as Usual?

Deb Purcell, Pitney Bowes Business Insight

My name is Deb, and I am a Black Friday shopper. At one time perhaps I would have been ashamed to admit this condition, but not today. For several years, I have braved cold weather on far too little sleep and far too much caffeine in search of the best deals. Wow, what deals! Cameras, laptops, and MP3 players for my teenagers, a leather jacket for my husband, and a few goodies for myself all purchased at a fraction of their normal cost. In fact, the hunt has become a family tradition. We scour the inserts over pumpkin pie to develop our shopping strategy.

With Thanksgiving around the corner, I am beginning to contemplate Black Friday 2009. The biggest question on my mind: is it worth it this year? As an industry professional, I am aware that retailers have reduced inventories in hopes of avoiding deep discounts that will cut into profits on an already limited revenue base. I know merchandise is already aggressively priced, and retailers have begun advertising early under the assumption that consumers are carefully planning their holiday shopping in advance to avoid overspending, particularly on impulse purchases using credit.

As a consumer, I also know the recipients of my gifts are not expecting much this year. Ours is not the only extended family to scale back our party venue and emphasize the importance of sharing each other’s company rather than the token presents that really seemed to escalate over the years. With a few members out of work or on the edge, I would be embarrassed to show up with bags full of frivolous goodies this year. Three major consumer shopping trends this year have been well publicized: make personalized gifts instead of buying expensive items, give a single gift to be shared among a group or family rather than individual items, and purchase what must be bought well in advance, with cash. Where does Black Friday fit into these trends, especially as consumers appear to now really understand the difference between must have and want to have?

Don’t get me wrong. I am not forecasting doom and gloom for retail sales this holiday season. Compared to the shockwaves of uncertainty that rippled through the markets in 2008, I believe there will be few surprises this year, and retail sales will come in pretty close to conservative industry expectations. I just don’t know how important the Friday after Thanksgiving will be in the whole equation. If I’m not planning to buy many items, then I am not really going to save very much through the discounts. Sleeping in is beginning to sound pretty nice. But then again, I may really miss the adrenaline rush, the thrill of the hunt….ask me again on November 30th.

PBBI Retail Practice Leader Appears in Retail Traffic Magazine

In the October issue of Retail Traffic, Associate Editor Elaine Misonzhnik interviewed Devon Wolfe, Managing Director of Americas Strategy and Analytics Services with Pitney Bowes Business Insight, for her story on current site selection trends.

In the article Forced to Count Every Dollar, Retailers Re-evaluate Site Selection Practices, Devon assesses the current state of retail site selection, which is showing signs of growth, despite the economic downturn. In today’s economy, retailers are holding themselves to much more stringent criteria when assessing the viability of a new location. The industry push for accurate, up-to-the-minute information on a market by market level highlights the importance of macroeconomic data when retailers are evaluating market potential for new stores. Today, retailers need visibility into “statistics on employment figures, GDP growth, retail sales and the number of bankruptcy filings”. It is for this reason that Pitney Bowes Business Insight introduced MarketPulse, a quarterly subscription to a detailed macroeconomic report that provides insight into market level trends. [Read entire article...]

Retail Traffic is a monthly magazine written for senior level retail executives.

“The Pub” at Wegmans

Shawn MacDonald, Pitney Bowes Business Insight

Hey! That was my idea!

Rochester, NY-based Wegmans Food Markets, Inc. recently opened its 74th store in Collegeville, Pennsylvania, a small town located 22 miles northwest of downtown Philadelphia. While the store’s grand opening was locally newsworthy, it signaled a first for the 93-year-old company: the 132,000-square-foot store includes a full-service restaurant and pub, aptly named “The Pub.”

As a 15-year-old boy, my first job was stocking shelves at an independent supermarket in the west suburbs of Detroit. As I stocked the lunchmeat and dairy sections on Saturdays, I noticed the host of middle-aged men following their wives aimlessly during their weekly grocery shopping trip. The men with a keen sense of hearing might notice the sounds of a Detroit Tigers baseball game or a University of Michigan football game emanating from the back stockroom. They would undoubtedly ask the score, and if there was a change, one of the stockboys would track them down to give them an update.

The visions of those bored husbands looking anything but engaged in the shopping experience got me thinking. What if the store’s owner bought out the adjoining retail space, knocked a hole in the wall and put in a pub? Mind you, this was well before the advent of the sports bar, so it would be only a “shot and beer” joint with maybe two or three televisions and a limited food selection. But still, a veritable nirvana for the husband with the “please get me out of this place” look on his face. Then, once his wife finished the shopping, the cashier would simply announce over the store’s public address system that Mrs. “So-And-So” is ready to leave.

Now granted, The Pub is not a “hole in the wall” but rather a traditional Irish pub where patrons can view Wegmans’ chefs busily working in the open kitchen. It is also not a “shot and beer joint,” as the restaurant does not offer shots, pitchers, happy hours or pool tables. While the company states the emphasis is on the food, The Pub boasts craft and imported beers to satisfy the most-discerning palates among its 750 varieties offered for in-restaurant consumption or take-out.

Having worked in the supermarket industry for 20 years, and spending the past 12 years as a retail site location specialist (visiting many Wegmans stores over the years ), I have come to greatly appreciated what Wegmans brings to the table (pun intended). No doubt Wegmans will do a first-rate job in serving their pub customers, but whether or not they rollout the concept beyond the Collegeville store remains to be seen. If the concept does thrive, will other supermarket chains follow suit?

So, while the dream of a 15-year-old boy never came to fruition, one highly successful supermarket chain has taken the plunge. Bottoms up, your wife has just left the checkout!

Are American Retailers Ready for a Universal Reward Program?

Eric J. Steckling, Pitney Bowes Business Insight

As Democrats work toward a universal healthcare system for America, should American retailers take a cue from Canada and support a universal rewards program?

The Air Miles reward program in Canada has been in business for about 17 years and is supported by over 100 retailers (including retailers in the U.K., Spain, the Netherlands and several Middle Eastern countries). The Air Miles program has a fanatical following among its 9.5 million collectors. Parent company LoyaltyOne touts that 97% of Canadians know about the Air Miles program. So if the program is so successful in Canada why hasn’t a similar program been deployed state side? Well, they tried. The Air Miles program was introduced in the U.S. at the same time as the Canadian version in 1992, and was picked up by several national retailers. The U.S. program was shortly there after deemed unprofitable and discontinued in May 1993.

American retailers understand the value of customer loyalty programs, and many companies have developed their own programs. We are all familiar with Delta Skymiles, the Kroger card, CVS ExtraCare and our credit card’s Reward Points systems. Just take a look on your key chain or in your wallet. How many loyalty cards do you carry around every day? Retailers and consumers could benefit from a more universal system. The idea is simple: customers sign up for one program and are able to trash their wallet full of cards. Retailers join on the program and dole out the “points” at their discretion, and then benefit from a larger base of customers carrying a universal card. This will allow participating retailers collect more data about their customer’s shopping patterns than with a proprietary system. It will also allow smaller regional retailers to join into a loyalty program rather than create their own from scratch. As simple as the idea sounds, implementation of such a system would face many challenges and push back from multiple constituents, including retailers worried about margins or derailing their existing reward program and consumers wary of giving out personal information or losing benefits they have already earned.

The whole truth is that for retailers, the customer data that is collected from a reward program may be more valuable than the loyalty they generate. Participation in a universal program would mean more data for all. Those of us in the predictive analytics field are well aware of the value and usefulness of recording point-of-sale data and being able to link it with a specific customer. The retailers who collect and use this data gain efficiency in efforts including marketing, store planning, and product promotion to name a few. The barriers for a universal system are high, and pose a chicken and the egg dilemma between consumers and retailers: Without the critical mass of supporting retailers, consumers have no need to participate in the program. If the consumers are not signed up and participating, then where is the benefit for the retailers? And would Americans willingly supply one “big brother” company with all their spending data?

This initial failure of the Air Miles program in the U.S. may have been in part due to a translation issue. What do airline miles have to do with gas or groceries? Or an American need for instant gratification, why collect points when I could save money NOW?! One would think that if the program is so popular north of the border with our metric neighbors, shouldn’t it be called Air Kilometers?

Increased Store-Brand Purchasing and the Importance of Store Localization in a Down Economy

Nat Evans, Pitney Bowes Business Insight

A recent AP article seems to underscore the substantial shift in consumer sentiment toward less expensive goods and services that has been going since even before the official start of the current recession. Consumers at all ends of the economic spectrum are much more willing to preserve cash and give cheaper store brands a try, which may be an opportunity for Kroger, Safeway and other purveyors of in-house manufactured goods to gain market share in customer segments once not thought possible.

The article got me thinking about if and how these retail grocery chains, or other retailers for that matter, differentiate their product between customer segments. If the sale of store-branded grocery products has gone up 10 to 15% nationally in the past year, is that percentage equally distributed among all stores? The answer is most certainly not. Does it mean that all categories of merchandise will differ? Not necessarily. Only the data can tell. 

Regardless, consumer preferences are still going to be a driving force, even in a down economy.  It is critical, especially in these times, for a retailer to have the ability to micro-merchandise to the primary customer segments that lie within any store’s primary area of influence (or trade area). Store locations for any chain or consumer packaged good are bound to have significantly different demographic and psychographic characteristics with each trade area, and as such, merchandising the stores in an identical fashion limits optimal market penetration. By examining merchandise shopping patterns and analytically “clustering” stores that have similar characteristics, a retailer will be able to identify trends and compare store groupings of like characteristics.

The information derived from store clustering analysis and localization will be increasingly pivotal for local store planning, marketing, merchandising, cross-promotional activities, and in general, maximizing business potential. This type of analysis is fundamentally important and should be maintained as an integral part of any organization’s regular analytical program. 

For additional thoughts from our Predictive Analytics Consultants, download a free whitepaper on this subject.