Every successful person has their own formula

I had written an article on self development and wanted to share the same with you because the core message is very relevant to Retail, especially Indian Retail.

There are no universal success formulas, but every successful person has their own formula. Similarly, a one size fits all approach to retail will not work, especially in India. Walmart, one of the poster boys of Retail has reportedly opened a 3,200 sq. Ft. Convenience format store in China. The chain whose stores are big, bigger and biggest is experimenting to find its success formula in a new country. Similarly there are several stories from India about Innovation and Success. For example, “Heart Mart” is an interesting Retail innovation in rural and semi urban markets of Gujarat.

Please do read the article at this URL and I hope you enjoy the same.

- http://tickledbylife.com/index.php/why-most-success-formulas-fail/

How consumers think about retail pricing

In the retail context, communication of prices or offers is a fine mix of science and art. It is more of science because one needs to truly understand the consumer’s mind set. Understand is an understatement. It requires that the retailer get under the skin of the consumer and communicate, almost telepathically!

A simple way of communicating prices or offers is by stating the MRP and offer price, for the relevant pack size. However, the consumer does not always think in such a simplistic linear manner.

The consumer’s mind anchors the prices of a few products which are referred to as KVI’s (Known Value Items). The perception of value basis pricing is defined by the price communicated for such KVIs. Prices perceived to be lower than the benchmark price of a KVI leads one to believe that the store offers great prices and hence lots of savings. This is a classic example of the halo effect theory.

KVI’s as a concept is more relevant in a non-MRP scenario as there are no published prices on any product. However, in the Indian context this is very relevant for groceries, fruits and vegetables. Additionally, even with a MRP, the offer price or “Our Price” as many retailers say, is a powerful perception driver. Non Stick Tava at Rs. 149/-, when seen by a customer who is used to a price point of Rs. 250/- becomes a strong influence with regards to the pricing of that store.

Next is the pack size. Most of us are not mathematical wizards and prefer to be presented with numbers which don’t require my mind to do calculations and then be able to benchmark with my KVI.

Groceries, Fruits and Vegetables are usually benchmarked in per kilo basis, in our minds. Even though we might purchase lesser or more and never in exact multiples of a kilo, our minds pegs the per kilo price and we prefer to use that as a comparison.

I came across this offer communication recently and would like to take this as an example to drive home the point. If I were planning this communication, the following would be changed.

1. Price would be per kilo. The pack size price can be mentioned if required. But the per kilo price is more important.
2. Savings can still be basis the pack size, but should be mentioned clearly that this is for a 20 kg bag.
3. In groceries, fruits and vegetables the consumer does not think of MRP. The prices are dynamic and basis the market price. So, it might be a good idea to mention market price, then MRP (Only if required) and lastly Our price. If the pricing has been managed well, there should be a difference between market price and MRP itself, further reinforcing the price-value image.
4. Lastly, the savings if mentioned as a difference between Market Price and Our price would be even more powerful, if point 3 has been done.

Retail might appear simple and easy to do. It actually is. However, it requires a lot of common sense and a deep, instinctive understanding of the way consumers think.

Another innovative idea - A floating supermarket

Consumerfed has launched a floating superstore in Kuttanad – a novel concept – to sell essential commodities to those living in isolated and inaccessible areas of the backwater region. The story, picture and a video report can be seen on these URLs -

http://www.thehindubusinessline.com/2009/06/09/stories/2009060951481700.htm
http://www.deccanherald.com/content/7042/floating-supermarket-below-sea-level.html

Video from http://newsx.com/.

This is an interesting innovation to help create a differentiated format. Hope to see many more such ideas in the Indian Retail Landscape.

Facing Fallout From The Downturn

Amidst conflicting news of the downturn having bottomed out, while yet another company is sacking employees and the more optimistic of the lot talking about leveraging the turnaround - one point seems to be falling between the tables.

What about the fallout from this downturn and how will it affect employers, employees and the overall economy in the coming years?

Catch some views of mine about this @ http://tickledbylife.com/index.php/counting-losses/

Guest Post by Mr. Arun Vishwanath, Head – Training at RAYMOND Retail

One thing which is always working on the mind of a business head of a company is "how do we ensure that we have maximum returns from our investments"? Same is the case with learning and development investments. Six months ago, we at Raymond Retail, were looking at various ways of making learning fun and easy to digest, while being cost effective. With a bit of brainstorming within the Training Team, we came up with a brilliant idea of using SMS for Training through mobile phones. The rationale behind this was:

• Every staff including the housekeeping staff and the doorman carries a mobile phone these days
• SMS is unobtrusive and gives you the flexibility of accessing the message at a time when you are comfortable (the absence of urgency factor!)
• You can reach anyone across the country without too many hassles
• And of course, this is a cost effective tool, with charges of less than 20 paise per SMS!

With the spread of over 400 Plus "The Raymond Stores" Pan-India, reaching over 2000 plus staff, SMS training works wonderfully for us. This way, we can ensure that training is effective, continuous and it does not overload the front end staff with a lot of information at any one time. Probably, for the first time in India, SMS is being used extensively as a learning and development tool.

We use a service provider for Bulk SMS and program the messages to be sent on a weekly basis. We have a weekly theme and cover a range of topics in a "question and answer" format, which include:

• Product knowledge
• Selling Skills
• Customer Service
• Company updates
• Safety
• Visual Merchandising
• Personal hygiene and grooming

One message is sent everyday at 9.30 am, just before the store opens. This way, this knowledge can be used and shared during the regular store meetings and briefings. SMS training complements our other regular training efforts and is not a substitute.

The success of any training module or tool depends on its effectiveness. To ensure that there is regular interaction and to check how effective the training was, we have a "weekly test" which is conducted every Sunday, on the topic / theme covered the previous week. Respondents are required to reply with the correct answers to a standard mobile number at regular SMS charges. One lucky winner who gets a gift voucher worth Rs. 500/- which can be redeemed in any of "The Raymond Shops".

The popularity and success of this initiative can be gauged by the responses we get every week. The most encouraging aspect of this aspect is that it is extremely cost effective and helps in reinforcing learning. Currently this program is available in English and we are exploring options of extending this initiative in other Indian languages as also management related.

Overall, the "SMS Training" initiative has been received very well by both the staff and the management. In fact, most of the staff look forward to receiving the "learning message" every day.

Happy innovating and learning!

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Comment by VR - Retail is all about such innovations and ideas. Great to hear about such happenings. I am sure, many readers would benefit from this idea.

An interesting differentiator

In most consumer electronics stores the focus would be on range, pricing and of late it has been on in-store service and customer interaction. In that context, it was a pleasant surprise to see an advertisement of a store which has highlighted a latent consumer need and has used that as an USP.

Usually most such stores have one unit for display and either one more for purchase or not even that in the case of larger products, especially those which require installation. In the Indian context most products do require installation barring maybe things like the mixie, toaster or the hair dryer!

So, typically after a customer puts down, what is often an obscenely large sum of money the machinery swings into action. The store informs the delivery/ distribution centre of the purchase and they then schedule the delivery. But what if they don’t have any stock? Frantic calls to the company or distributor and hopefully the product is delivered to the retailers distribution point. The product then is received into the system (physically and in the IT system) of the retailer and then it is ready to be sent out for delivery. Phew! Imagine if just reading about this was so long, how long the actual process would take.

A shortcut would be to ask the distributor to deliver directly to the customer and then manage the paperwork to bring it into the retailer’s system to adjust it against the sale. But, that has issues and is not a preferred action plan.

So, as a consumer what do you experience? After paying the money and not hearing the door bell ring, you wonder why? Calls to the store give you vague answers as they are also usually not very clear when this whole process will be completed. If you are lucky you would have got the product without this hassle or just when your fuse is about to blow, the product arrives. Or you give up and when the product arrives, it is usually a mild surprise!

Now this chain has taken the entire fun out of this Russian roulette by promising a 98.9% same day delivery. But hey, hang on. The statement is just a statement. One does not know if it is a promise or a mention of their track record. And there are no little asterisks to indicate hidden meanings. So, it is up to the customer to interpret it the way they want.

Let’s come back to the customer’s mind. You see this advertisement. Notice this, but move on to check some of the prices mentioned. You find it interesting and you are also looking to buy a LCD TV or a walk in fridge or whatever. You also have memories of the previous time you purchased something and you got it almost on the first anniversary of the purchase. Suddenly, the 98.9% becomes a powerful hook. An excellent differentiator.

In a segment where promotions can also not be entirely at the discretion of the retailers and market Operating Price rules (MOP – Will explain in another post) and most stores rapidly changing their looks to offer an experience, this is a true differentiator.

Hats off to whoever thought of this idea. I would have liked to have done this first. But, I admire this innovative and subtle differentiator. This store is now redefining the rules of the game and drawing customers away from a pure pricing play platform.

Excellent!

Welcome to India — We are like that only!

The Hindu Business Line has published my article about the Bharti-Walmart's Cash & Carry store opening.

"When Sam Walton opened his first store all those years ago, he had the luxury of being a pioneer and could afford to experiment, make mistakes and perfect the model — without being under the public glare. However, the first store of Bharti Wal- Mart cannot afford this luxury. Apart from being in retail, it is a joint venture with a leading Indian and US corporate. Its every move will be watched and commented upon, second-guessed and debated. A couple of thoughts came to my mind while reading about the opening of the first store."

The article's URL is -

- Welcome to India - We are like that only!

Is Retailing being redefined?

I have been taught and have also seen it in experience that Retailing is more about the back end. It is all about aggregating volumes and leveraging this to generate value. This value helps manage the differential cost structure of a Corporate Retailer as also enables passing on some of the same to customers. The whole cycle of value creation and bettering the value proposition gets more customers, which in turn enables increased levels of volume aggregation. This helps in establishing a sustainable business cycle.

A few days ago I saw a press report titled on how Retailers now prefer to buy from wholesale markets (New Indian Express article – Retailer Shun Direct Procurement). Frankly I was flabbergasted.
 

If this is indeed the thinking and reality, all I can say is that it is fraught with dangers.

1. Everyone, including the street cart vendor purchases from the wholesale market. I agree that the volumes purchased by them Vs a chain of stores would give some price advantage to the chain. Whether the advantage is large enough to compensate for the cost structure variance and yet offer a meaningful value proposition to the customers is a huge question mark.
2. Such ideas only further arm the anti-corporate retail voices. Their main grouse has been that conventional traders would be wiped out in the short term without any sustainable long term benefit in terms of development of agriculture, cold chain, etc. When corporate chains also start being dependent on the wholesale, one only further strengthens the existing the supply chain instead of making a meaningful change.

This seems to be a short term fix-it approach with only the current operating cost being the primary consideration. The past few years have seen massive expansion of the number of stores and distribution centres. But, has not been matched with grass root level efforts to aggregate value and truly make a difference.

I am reminded of a couple of corporate efforts who did this and they have reaped rich rewards. One that comes immediately to mind is the corporate supported sunflower cultivation when sunflower oil started becoming a big thing in India. There are lots of similar stories.

If Retailers pursue private label to leverage volumes and reduced cost structure of such products, but depend on the wholesale market for fruits and vegetables, there is a clear dissonance in strategic thought. This is akin to saying that I will purchase from the stockist and distributors instead of negotiating with the manufacturers to build long term value.

I am reminded of the milk revolution started by Dr. Kurien (who was later sidelined by corporate!!). Right now India needs a fruits and vegetable revolution. It needs a GREEN REVOLUTION. A comprehensive cold chain is needed, along with enormous inputs and support to the farmers.

Corporate Retail was supposed to be the answer. If they also follow the same wholesaler route, who will now make this difference?