Retail Shop Quotes

The change from shopping in-stores to shopping online didn’t happen overnight. It was a big cultural change which took many years.

You swallow hard when you discover that the old coffee shop is now a chain pharmacy, that the place where you first kissed so-and-so is now a discount electronics retailer, that where you bought this very jacket is now rubble behind a blue plywood fence and a future office building. Damage has been done to your city. You say, ''It happened overnight.'' But of course it didn't. Your pizza parlor, his shoeshine stand, her hat store: when they were here, we neglected them. For all you know, the place closed down moments after the last time you walked out the door. (Ten months ago? Six years? Fifteen? You can't remember, can you?) And there have been five stores in that spot before the travel agency. Five different neighborhoods coming and going between then and now, other people's other cities. Or 15, 25, 100 neighborhoods. Thousands of people pass that storefront every day, each one haunting the streets of his or her own New York, not one of them seeing the same thing.

Bling" is not an indication of riches. It is a product of value-based spending, to enrich the pockets of those outside of ones sphere of influence...the haves' bleeding the have-nots'.

Finally, in the midst of the Civil War, Abraham Lincoln proclaimed the last Thursday of November 1863 as Thanksgiving: a day to solemnly acknowledge the sacrifices made for the Union....Shopping was part of the American Dream, too. So in 1939, at the urging of merchants, FDR moved Thanksgiving ahead a week, to lengthen the Christmas shopping season. And there it has remained, a day of national gluttony, retail pageantry, TV football, and remembrance of the Pilgrims, a folk so austere that they regarded Christmas as a corrupt Papist holiday.

Hiding some people’s possessions would reveal the depth of their shallowness.

oversized retail operations of the sort that are called “outlets” (as if they were sewer drains rather than shopping locations).

All retailers need to adjust their product delivery systems to the new omni-channel shopping trends.

I see the old even as I am looking at the new--the storefronts now occupied by up-to-date boutiques and trendy retail shops. It's almost like being in two places at the same time.

Future shoppers will rely more and more on their phones as a way to shop, pay, and get help and information about products while in traditional retail settings.

A Maven is a person who has information on a lot of different products or prices or places. This person likes to initiate discussions with consumers and respond to requests," Price says. "They like to be helpers in the marketplace. They distribute coupons. They take you shopping. They go shopping for you....They distribute about four times as many coupons as other people. This is the person who connects people to the marketplace and has the inside scoop on the marketplace. They know where the bathroom is in retail stores. That's the kind of knowledge they have." They are more than experts. An expert, says Price, will "talk about, say, cars because they love cars. But they don't talk about cars because they love you, and want to help you with your decision. The Market Maven will. They are more socially motivated.

Shopping malls rarely have any windows on the outside. There is a good reason for this: if you could see the world beyond the window you would be able to orientate yourself and might not get lost. Shopping malls have maps that are unreadable even to the most skilled cartographer. There is a good reason for this: if you could read the map you would be able to find your way to the shop you meant to go without getting lost. Shopping malls look rather the same whichever way you turn. There is a reason for this too: shopping malls are built to disorientate you, to spin you around, to free you from the original petty purpose for which you came and make you wander like Cain past rows and rows of shops thinking to yourself, "Ooh! I should actually go in there and get something. Might as well seeing as I'm here." And this strange mental process, this freeing of the mind from all sense of purpose or reason, is known to retail analysts as the Gruen transfer.

The starting point for ‘discounts’ may be the manufacturer’s suggested retail price (MSRP), an arbitrarily high price that no one will ever pay. By crossing out the high MSRP, retailers are handing shoppers a psychological victory that will make them feel good about the purchase, even if the discounted price is still expensive.

Shopping eased the pain. -Hailey, Retail Therapy

Buying something you do not need is a waste of money, even if it is a bargain.

Consumerism is based on the illusion that you can fill spiritual or emotional emptiness with physical products.

Am I supposed to be scared of him? I don't think he understands how bad working in retail is. He and his quivering moustache are far from the scariest things I've seen in this shop.

I know this is your religion, but for me it’s just a job.” “That’s your problem,” Basil said. “For you it’s ‘just’ a job.” “What’s it supposed to be?” “Work.” “Same thing,” Amy said. “No,” Basil said. “A job is what a guy in a gas station has. People at Orsk have work. It’s a calling. A responsibility to something bigger than yourself. Work gives you a goal. It lets you build something that lives on after you’re gone. Work has a purpose beyond making money.” “I am begging you to stop,” Amy said. “There’s nothing wrong with being serious,” Ruth Anne said. “She can’t take anything seriously,” Basil said. “That’s her problem.” “I do my job,” Amy said. “I punch the clock, I work my shop, I sell people their desks, I cash my check. That’s what Orsk pays me to do: my job. I’m not planning on being in retail for the rest of my life.” “Really? What are you going to do?” “I’m …” Amy suddenly realized that in fact she didn’t have any plans. “I’ve got plans. They’re none of your business.

Even then, retailers learned early that shoppers prefer their shopping suggestions not be too truthful. One of the great unwritten chapters of retail intelligence programming featured a “personal shopper” program that all-too-accurately modeled the shoppers’ desires and outputted purchase ideas based on what shoppers really wanted as opposed to what they wanted known that they wanted. This resulted in one overcompensatingly masculine test user receiving suggestions for an anal plug and a tribute art book for classic homoerotic artist Tom of Finland, while a female test user in the throes of a nasty divorce received suggestions for a small handgun, a portable bandsaw, and several gallons of an industrial solvent used to reduce organic matter to an easily drainable slurry.

In his business, some customers come in and buy a suit, but what they're really buying is confidence for that job interview that's coming up. The older businessman browsing new cuff links and ties is actually looking for a way to show he's made it. The woman shopping for socks and underwear for her husband isn't there to buy socks and underwear-she's there to show her man how special he is, how much she recognizes and appreciates his uniqueness. If she wanted socks and underwear for him, she could go to any department store at the mall. The manager at this men's store realized the psychology of his particular clientele.

It is also to choose to live more mindfully. It is to have direct and wholehearted participation in life: the taste and touch of actual things; the experience of the moment; the delight inherent in creative doing. Lose the possibilities of such experiences and a sense of boredom can begin its subtle but insidious invasion of the human heart. It is then that we most feel the need to fill the vacuum with a consoling substitute: another dress, another computer game or holiday. It is not acquisitiveness but boredom which can lead to regular and compulsory shopping — ‘ retail therapy’ — as a relief from the lacuna of an unfulfilled life. My experience tells me that the

The original Starbucks began in Pike Place Market (see p. 897) as a plain-Jane hole-in-the-wall coffee shop but, having awakened a coffee revolution, has been opening everywhere else since—there are now more than 10,000 Starbucks retail operations on the planet—and counting. Still in business, that first location attracts Starbucks pilgrims from all over the world.

Why does Joe Normie think it’s a litmus test for morality if one returns one’s shopping cart? Big-box stores put out of business local retailers, they automated their systems to reduce employees, and they got customers to be their own cashiers without getting paid for their labor, and yet to prove I’m a good person, I’m supposed to do more unpaid work for them to streamline their operation?

But I’m going to say it again anyway: the secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience.

There may be little room for the display of this supreme qualification in the retail book business, but there is room for some. Be enterprising. Get good people about you. Make your shop windows and your shops attractive. The fact that so many young men and women enter the teaching profession shows that there are still some people willing to scrape along on comparatively little money for the pleasure of following an occupation in which they delight. It is as true to-day as it was in Chaucer's time that there is a class of men who "gladly learn and gladly teach," and our college trustees and overseers and rich alumni take advantage of this and expect them to live on wages which an expert chauffeur would regard as insufficient. Any bookshop worthy of survival can offer inducements at least as great as the average school or college. Under pleasant conditions you will meet pleasant people, for the most part, whom you can teach and form whom you may learn something.

As shoppers stayed home, brick-and-mortar stores had lost out on the holiday income that usually put them in the black for the year. The ordinarily chaotic shopping scenes on the Friday after Thanksgiving had been replaced by empty retailers whose shelves stood piled with unsold merchandise. Instead of flocking to movie theaters and restaurants over the holidays, consumers sat at home and fed on the fear stoked by the twenty-four-hour news media. The ripple effect was felt across nearly all sectors of the economy as demand fell.

So he strode, and ran, and hurried home. He emptied into the ever-useful pocket-handkerchief the little meal remaining in the mug. Mary would have her tea at Miss Simmonds’; her food for the day was safe. Then he went upstairs for his better coat, and his one, gay red-and-yellow silk pocket-handkerchief — his jewels, his plate, his valuables, these were. He went to the pawn-shop; he pawned them for five shillings; he stopped not, nor stayed, till he was once more in London Road, within five minutes’ walk of Berry Street — then he loitered in his gait, in order to discover the shops he wanted. He bought meat, and a loaf of bread, candles, chips, and from a little retail yard he purchased a couple of hundredweights of coal. Some money still remained — all destined for them, but he did not yet know how best to spend it. Food, light, and warmth, he had instantly seen were necessary; for luxuries he would wait. Wilson’s eyes filled with tears when he saw Barton enter with his purchases. He understood it all, and longed to be once more in work that he might help in some of these material ways, without feeling that he was using his son’s money.

[Emerson] saw, in the beginning, no difference between abolitionism and the institutionalized religion he had rejected in the Divinity School address. They were both ways of discouraging people from thinking for themselves. "Each 'Cause,' as it is called," he wrote in 1842, explaining why the Transcendentalists were not a "party," "—say Abolition, Temperance, say Calvinism or Unitarianism, --becomes speedily a little shop, where the article, let it have been at first never so subtle and ethereal, is now made up into portable and convenient cakes, and retailed in small quantities to suit purchasers.

Andreasen wanted to know why these people had deviated from their usual patterns. What he discovered has become a pillar of modern marketing theory: People’s buying habits are more likely to change when they go through a major life event. When someone gets married, for example, they’re more likely to start buying a new type of coffee. When they move into a new house, they’re more apt to purchase a different kind of cereal. When they get divorced, there’s a higher chance they’ll start buying different brands of beer.7.7 Consumers going through major life events often don’t notice, or care, that their shopping patterns have shifted. However, retailers notice, and they care quite a bit.

All the recent marketing successes have been PR successes, not advertising successes. To name a few: Starbucks, The Body Shop, Amazon.com, Yahoo!, eBay, Palm, Google, Linus, PlayStation, Harry Potter, Botox, Red Bull, Microsoft, Intel, and BlackBerry. A closer look at the history of most major brands shows this to be true. As a matter of fact, an astonishing number of well-known brands have been built with virtually no advertising at all. Anita Roddick built The Body Shop into a worldwide brand without any advertising. Instead she traveled the world looking for ingredients for her natural cosmetics, a quest that resulted in endless publicity. Until recently Starbucks didn’t spend a hill of beans on advertising either. In its first ten years, the company spent less that $10 million (total) on advertising in the United States, a trivial amount for a brand that delivers annual sales of $1.3 billion today. Wal-Mart became the world’s largest retailer, ringing up sales approaching $200 billion, with little advertising. Sam’s Club, a Wal-Mart sibling, averages $56 million per store with almost no advertising. In the pharmaceutical field, Viagra, Prozac, and Vioxx became worldwide brands with almost no advertising. In the toy field, Beanie Babies, Tickle Me Elmo, and Pokémon became highly successful brands with almost no advertising. In the high-technology field, Oracle, Cisco, and SAP became multibillion-dollar companies (and multibillion-dollar brands) with almost no advertising.

When you buy from an independent, locally owned business, as opposed to nationally owned businesses, you strengthen the economic base of our city. And of course there’s no doubt that you’ll receive a better quality product or service. I share John Roeser’s amazement that people today tend to prefer saving a dollar or too two on a birthday cake, for example, by purchasing a sub-par cake made with artificial, cheap ingredients from a mass retailer, when Roeser’s Bakery offers some of the most delectable, housemade cakes in the world. How could anyone step into a fast food joint when we live in a city that has Lem’s barbecque rib tips, Kurowski’s kielbasa, Manny’s matzo ball soup, and Lindy’s chili within reach? You can’t even compare the products and services of the businesses featured in this book with those of mass retailers, either: Jjust try putting an Optimo hat on your head—you’ll ooze with elegance. Burn a beeswax lambathe from Athenian Candle and watch it glow longer than any candle you’ve ever lit. Bite into an Andersonville coffeecake from the Swedish Bakery—and you’ll have a hard time returning to the artificial ingredient– laden cakes found at most grocers. Equally important, local, family- owned businesses keep our city unique. In our increasingly homogenized and globalized world, cities that hold on tightly to their family-owned, distinctive businesses are more likely to attract visitors, entrepreneurs, and new investment. Chicago just wouldn’t be Chicago without these historic, one-of-a-kind places, and the people that run them from behind the scenes with nothing but love, hard work, and pride.

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in 2012, the three hundred largest cooperatives worldwide, covering agriculture, retail, insurance and healthcare, generated $2.2 trillion in revenue—equivalent to the world’s seventh largest economy.66 In the UK, the John Lewis Partnership, a leading retailer for almost a century, has over 90,000 permanent staff named as Partners in the business. In 2011, the company raised £50 million in capital by inviting employees and customers to purchase five-year bonds in return for an annual 4.5 percent dividend plus 2 percent in shop vouchers.

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You can easily buy shares in any of thirty-six publicly traded retail REITs, which offer yields topping 4 percent (on average). Examples of retail REITs include: • Getty Realty Corp. (GTY), which holds convenience stores and gas stations and has a yield of 4.42 percent • Four Corners Property Trust (FCPT), which holds more than five hundred restaurants in forty-four states and yields 4.18 percent • SITE Centers Corp. (SITC), which holds shopping centers in major metropolitan areas around the US and has a yield of 6.40 percent

Breaking down the barriers between industries gave companies a way of serving customers as they had always wanted to be served: with everything all together, all at once. Customers had always been attracted to the idea of getting as many things as possible from the same place—but only when it truly made sense. Just look at the rise of supermarkets, or later the rise of huge, big-box, one-stop shopping centers like Walmart, or even later the rise of all-in-one online retailers like Amazon. Again, the different sectors into which the economy had been organized for so long simply didn't make intuitive sense to most consumers.

After I outgrew the cannabis retail counter and moved on to tutoring individuals and groups, I found I was getting the same basic questions over and over again. Even having casual conversations with people in passing, I found they were eager for more information on the subject and I could see that they truly understood what I was telling them. I honestly believe that this is because my approach on the topic was put into good ole plain English that everyone could comprehend.

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You know, I could have made the arduous journey next door to leave your order with the doorman,” I said as I counted out the skeins to make sure they were all there. Nico and Elizabeth lived in one of the condos in the building above the shop. In fact, it was Elizabeth who’d suggested this location to me when the retail space became available. Nico’s grin grew flirtatious. “I know, but then I wouldn’t have gotten to fondle your yarn—and you know how I love to fondle your yarn.” I flicked my hand at him, shaking my head in amusement. “Fondle away.” Nico wandered off to browse the in-stock yarns, and I smiled as I watched him reach out to squish a particularly cuddly alpaca blend.

The idea here is that we have only a limited amount of self-control or willpower to draw on, and when our reserves are drained we have a harder time resisting temptation. Fatigue, mental strain, stress, and hunger can all work as drains on our self-control resources.48 Research shows that stigma or the threat of rejection can also reduce self-control through ego depletion,49 so stereotype threat can be a trigger for overspending if you use retail therapy. However our egos get worn down, the effect is the same: We have less self-control. So, when we are ego depleted, just trying harder to resist temptation will only work against us, making us more tired and more ego depleted. Instead, if we want to resist the temptation to shop when our egos are drained, the solution is not to be hard on ourselves, but to focus on replenishing our resources. This is where affirmations come in.

SHOPPING TIPS Most of the fakery surrounding the King of Cheese has to do with the misleading use of “Parmesan,” not Parmigiano-Reggiano, so when you see the full Italian name and it says “Made in Italy” and has the PDO seal, it is usually the real deal. The same is true of Prosciutto di Parma. However, the cheese is made in very large wheels that begin to deteriorate once cut, so it is important to buy from retailers with a lot of volume turnover who are constantly opening new wheels and storing it right. More than many other cheeses, it’s usually better to buy from a specialty cheese shop like Murray’s in New York—most cities have these. If you go mail order/online, you cannot beat Zingerman’s in Ann Arbor, Michigan, which buys whole wheels directly from

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1.​Textile production produces an estimated 1.2 billion tonnes of CO2e per year, which is more than international flights and maritime shipping combined.47 2.​The average person buys 60 per cent more items of clothing than they did just fifteen years ago, and keeps them for about half as long.48 3.​By 2030, global clothing consumption is projected to rise by 63 per cent, from 62 million tonnes to 102 million tonnes. That’s equivalent to more than 500 billion extra T-shirts.49 4.​By 2050, the equivalent of almost three earths could be required to provide the natural resources it would take to sustain our current lifestyles.50 5.​A polyester shirt has more than double the carbon footprint of a cotton shirt.51 And yet the cotton needed to make a single T-shirt can take 2,700 litres of water to grow – that’s enough drinking water to last a person three years.52 6.​At its current rate, the fashion industry is projected to use 35 per cent more land to grow fibres by 2030. That’s an extra 115 million hectares of land that could otherwise be used to grow food, or left to protect biodiversity.53 7.​Approximately 80 per cent of workers in the global garment industry are women aged 18–35.54 But only 12.5 per cent of clothing companies have a female CEO.55 8.​Among seventy-one leading retailers in the UK, 77 per cent believe there is a likelihood of modern slavery (forced labour) occurring at some stage in their supply chains.56 9.​More than 90 per cent of workers in the global garment industry have no possibility of negotiating their wages and conditions.57 10.​Increasing the price of a garment in the shop by 1 per cent could be enough to pay the workers who made it a living wage.58

What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower’s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization’s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn’t want credit in the program, as we knew the word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe’s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That’s what it was, and it was advertising of the most productive sort. Giving Space on Shopping Bags One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe’s. We even localized the bags, customizing them for the San Diego, Los Angeles, and San Francisco market areas. Several years after I left, Trader Joe’s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small retailers in local areas, and I strongly recommended it to them. In 1994, while running the troubled Petrini’s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums.

Word of Mouth: the Power of True Believers As everyone knows, word of mouth is the most effective advertising of all. Or, when in my cups, I have been known to say that there’s no better business to run than a cult. Trader Joe’s became a cult of the overeducated and underpaid, partly because we deliberately tried to make it a cult once we got a handle on what we were actually doing, and partly because we kept the implicit promises with our clientele. I used to work every Thanksgiving Day in one of the stores. They only let me bag, because I had lost all my checker skills. One Thanksgiving, a woman came in and asked for bourbon. I told her that we had none, because we had not been able to make the right kind of deal (this was after the end of Fair Trade, when we were deep in the Mac the Knife mode). “That’s all right,” she exclaimed. “I know what you’re trying to do for us!” Note the us. There aren’t many cult retailers who successfully retain their cult status over a long period of time. A couple in California are In ’n Out Burger and Fry’s Electronics. But across America, in every town, there’s a particular donut shop, pizza parlor, bakery, greengrocer, bar, etc., that has a cult following of True Believers. The old Petrini’s of the 1950s and 1960s had that status when it came to meat. Brooks Bros had that status until the 1970s. S. S. Pierce in Boston was another. But all of them failed to keep the faith. Beware of ever betraying the True Believers! The fury of a woman scorned is nothing compared with that of a betrayed cultee.

the secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience. You love it when you visit a store that somehow exceeds your expectations, and you hate it when a store inconveniences you, or gives you a hard time, or just pretends you’re invisible.

Happiness is all too often pursued through the use of a credit card.

Suburban zoning has replaced “public characters” with the retailers and their employees in the malls and out on the strips.

That trifecta—humanities, technology, business—is what has made him one of our era’s most successful and influential innovators. Like Steve Jobs, Bezos has transformed multiple industries. Amazon, the world’s largest online retailer, has changed how we shop and what we expect of shipping and deliveries. More than half of US households are members of Amazon Prime, and Amazon delivered ten billion packages in 2018, which is two billion more than the number of people on this planet. Amazon Web Services (AWS) provides cloud computing services and applications that enable start-ups and established companies to easily create new products and services, just as the iPhone App Store opened whole new pathways for business. Amazon’s Echo has created a new market for smart home speakers, and Amazon Studios is making hit TV shows and movies. Amazon is also poised to disrupt the health and pharmacy industries. At first its purchase of the Whole Foods Market chain was confounding, until it became apparent that the move could be a brilliant way to tie together the strands of a new Bezos business model, which involves retailing, online ordering, and superfast delivery, combined with physical outposts. Bezos is also building a private space company with the long-term goal of moving heavy industry to space, and he has become the owner of the Washington Post.

Visulon Inc.'s merchandising planning software offers a comprehensive suite of features, enabling retailers to effectively manage their inventory, allocate shelf space, and monitor sales performance. By leveraging powerful analytics and intuitive design tools, retailers can make data-driven decisions and customize their displays to drive sales and enhance the overall shopping experience.

The gun industry collectively reinforced Glock’s pitch that small handguns were the perfect response to crime-ridden streets. The prolific Massad Ayoob advised in Shooting Industry, a periodical aimed at gun retailers: “Customers come to you every day out of fear. Fear is what they read in the newspaper. Fear of what they watch on the 11 o’clock news. Fear of the terrible acts of violence they see on the street. Your job, in no uncertain terms, is to sell them confidence.… An impulse of fear has sent that customer to your shop, so you want a quality product in stock to satisfy the customer’s needs and complete the impulse purchase.

Kanye West's influence extends far beyond the confines of music, resonating deeply in the realms of fashion and pop culture. His merchandise, often referred to simply as "Kanye West merch," has become a significant cultural phenomenon, reflecting his unique aesthetic and visionary approach. Kanye's venture into merchandise began with his concert tours, where limited-edition items became coveted symbols of fandom. The 2013 "Yeezus" tour marked a turning point, with merch that blended gothic motifs and bold graphics, creating a distinctive style that would define his future collections. Fans eagerly lined up for hours to grab a piece of Kanye's world, often reselling items at a premium, further cementing the status of his merch as not just apparel, but collector's items. In 2016, the "Life of Pablo" pop-up shops took this to a new level. Located in various global cities, these shops sold minimalist, streetwear-inspired pieces emblazoned with religious and personal iconography. The launch was a testament to Kanye's marketing genius and his ability to create a buzz that transcends traditional retail methods. The immediate sell-out of these items showcased his knack for blending exclusivity with mass appeal.

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When Bill Wyman left, in 1991, I got extremely stroppy. I really did have a go at him. I wasn’t very nice. He said he didn’t like to fly anymore. He had been driving to every gig because he’d developed a fear of flying. That’s not an excuse—get outta here! I couldn’t believe it. I’d been in some of the most ramshackle aircraft in the world with that guy and he’d never batted an eyelid. But I guess it’s something that one can develop. Or maybe he did a computer analysis. He was very into that. Bill had one of the first. It satisfied that meticulous mind of his, I suppose. He probably got something out of the computer, like the odds against you after flying so many miles. I don’t know why he’s so worried about dying. It’s not a matter of avoiding it. It’s where and how! But then what did he do? Having freed himself by luck and talent from the constraints of society, that one-in-ten-million chance, he goes back into it, into the retail trade, putting his energy into opening up a pub. Why would you leave the best band in the fucking world to open a fish-and-chip shop called Sticky Fingers? Taking one of our titles with him. It seems to be doing well.

When Bill Wyman left, in 1991, I got extremely stroppy. I really did have a go at him. I wasn’t very nice. He said he didn’t like to fly anymore. He had been driving to every gig because he’d developed a fear of flying. That’s not an excuse—get outta here! I couldn’t believe it. I’d been in some of the most ramshackle aircraft in the world with that guy and he’d never batted an eyelid. But I guess it’s something that one can develop. Or maybe he did a computer analysis. He was very into that. Bill had one of the first. It satisfied that meticulous mind of his, I suppose. He probably got something out of the computer, like the odds against you after flying so many miles. I don’t know why he’s so worried about dying. It’s not a matter of avoiding it. It’s where and how! But then what did he do? Having freed himself by luck and talent from the constraints of society, that one-in-ten-million chance, he goes back into it, into the retail trade, putting his energy into opening up a pub. Why would you leave the best band in the fucking world to open a fish-and-chip shop called Sticky Fingers? Taking one of our titles with him. It seems to be doing well. Not so Ronnie’s similarly inexplicable foray into the catering trade, always a nightmare of keeping people’s fingers out of the till. Josephine’s dream was to have a spa. They opened it, it was a disaster, it fell apart and went down in a blaze of insolvency proceedings.

[Shopping is a] Mardi Gras of consumerism.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

Will found it funny that people balked at paying retail price for a book, something that a writer poured his or her heart and soul into, and which you could only find in specific shops, yet they gladly paid premium prices on coffee, something so readily available and at much cheaper prices.

Total retail sales rose 0.7 percent in November, as holiday shopping began, and that came despite a sharp tumble in gasoline prices that reduced the dollar value of sales at gas stations by 0.8 percent. Analysts had expected a rise of only 0.4 percent. Read narrowly, the results show that some survey data suggesting weak post-Thanksgiving Black Friday sales was misleading at best; retail trade groups said at the time that they believed consumers spread their spending more evenly through November than they have in the past, and that appears to hold up.

Mr. Hardy said that to him the most interesting angle to the case was the fact that the suspect apparently used one or more wigs as a disguise. “He may have bought at least one of them in Bayport. I suggest that you boys make the rounds of all shops selling wigs and see what you can find out.” The boys glanced at the clock on their father’s large desk, then Frank said, “We’ll have time to do a little sleuthing before closing time. Let’s go!” The two boys made a dash for the door, then both stopped short. They did not have the slightest idea where they were going! Sheepishly Joe asked, “Dad, do you know which stores sell wigs?” With a twinkle in his eyes, Mr. Hardy arose from the desk, walked into the library, and opened a file drawer labeled “W through Z.” A moment later he pulled out a thick folder marked WIGS: Manufacturers, distributors, and retail shops of the world. “Why, Dad, I didn’t know you had all this information—” Joe began. His father merely smiled. He thumbed through the heavy sheaf of papers, and pulled one out. “Bayport,” he read. “Well, three of these places can be eliminated at once. They sell only women’s hair pieces. Now let’s see. Frank, get a paper and pencil. First there’s Schwartz’s Masquerade and Costume Shop. It’s at 79 Renshaw Avenue. Then there’s Flint’s at Market and Pine, and one more: Ruben Brothers. That’s on Main Street just this side of the railroad.” “Schwartz’s is closest,” Frank spoke up. “Let’s try him first, Joe.” Hopefully the boys dashed out to their motorcycles and hurried downtown. As they entered Schwartz’s shop, a short, plump, smiling man came toward them. “Well, you just got under the wire fellows,” he said, looking up at a large old-fashioned clock on the wall.

Consumers can now scan the code on the product when they are running low, and it will be ordered and delivered within hours to their home, completely side-lining all the tools and techniques of competing manufacturers who would wish to get the consumer to brand switch. Tesco’s Homeplus in South Korea also launched a campaign that engages shoppers to buy products using QR codes. Homeplus created virtual billboards of their store aisles in subway stations, allowing passengers to shop while they waited by scanning the products’ QR codes – the groceries being delivered when they arrived home. The goal of the campaign was to help Homeplus compete with the number-one retailer, E-MART, without increasing their store numbers. Since the launch, their online sales have increased 130%, making them the top online retailer in South Korea, and a close second offline.

Role of quality: The quality of the shopping experience provides weaker differential advantages than quality can bring to product brands, but it can still have an impact. As retailers add new services, such as banking, insurance etc., they can strengthen the quality of the shopping experience and enter new markets. Brands,

Once the shopper has been frustrated by three or four out-of-stock products, store loyalty may be insufficient to prevent a trip to another supermarket. If multiple stock-outs occur on the same shopping trip, the retailer faces Armageddon. This becomes apparent when a chain suffers a poor implementation of a new distribution system.

Once negotiations begin, nine-tenths of the battle is over. The balance of power is dictated by brand loyalty, store loyalty, shopping habits, retail structure and manufacturer size, and the extent to which the two parties understand these parameters.

Taverns, and the dozens of dramshops that catered to seamen and the laboring classes, were often run by widows who received free licenses from the Common Council, an inexpensive form of relief. Women were also prominent in the retail shops that boomed after the late 1720s. The Widow Lebrosses carried Canary wine and olive oil in her store at Hanover Square, the city’s shopping center, while the Widow Vanderspiegel and her son sold imported window glass. Mrs. Edwards started a cosmetics business in 1736, offering “An admirable Beautifying Wash, for Hands Face and Neck, it makes the Skin soft, smooth and plump, it likewise takes away Redness, Fredkles, Sun-Burnings, or Pimples.” The continuing role of women in trade, English as well as Dutch, promoted a certain feistiness among their ranks that ran contrary to prescriptions for proper female behavior.

In a report released on the topic of IoT, Accenture notes that this technology “is driving innovation and new opportunities by bringing every object, consumer and activity into the digital realm”1. Being a tool that can only be used in physical environments, the IoT’s immense power means that this data-empowered category of technology can help swing the pendulum back towards brick-and-mortar shopping. As

The “food system,” according to Professor Shaw, now uses 16.5 percent of all energy used in the United States. This 16.5 percent is used in the following ways: On-farm production 3.0% Manufacturing 4.9% Wholesale marketing 0.5% Retail marketing 0.8% Food preparation (in home) 4.4% Food preparation (commercial) 2.9% Apologists for industrial agriculture frequently stop with that first figure—showing that agriculture uses only a small amount of energy, relatively speaking, and that people hunting a cause of the “energy crisis” should therefore point their fingers elsewhere. The other figures, amounting to 13.5 percent of national energy consumption, are more interesting, for they suggest the way the food system has been expanded to make room for industrial enterprise. Between farm and home, producer and consumer, we have interposed manufacturers, a complex marketing structure, and food preparation. I am not sure how this last category differs from “manufacturing.” And I would like to know what percentage of the energy budget goes for transportation, and whether or not Professor Shaw figured in the miles that people now drive to shop. The gist is nevertheless plain enough: The industrial economy grows and thrives by lengthening and complicating the essential connection between producer and consumer.

Comic shops were present for the birth and the death of video stores. They lived through the fall and gradual revival of record stores. Their market continues its unlikely growth across the board and is currently the dominant first medium for cross-platform exploitation. Several top-rated TV shows were once something you could buy only in a comic shop. Many top movies can be traced to a collectible back issue. There are even comics taken seriously as art, a notion that at one time seemed more quixotic than any superhero’s quest. Comic shops have been there for those comics, too.

Retailers use various strategies, policies, and procedures in timing their markdowns of Christmas merchandise, adds Dale Lewison of the University of Akron. “Some retailers start taking small and early markdowns before Thanksgiving, while others wait until after the weekend following Thanksgiving —the biggest shopping weekend of the year. Still other retailers wait longer to mark down merchandise.

Are you just passing through or are you really shopping there? And if you’re shopping there, what things, if any, are you going to buy?

Fader: As we’ve discussed, there are sometimes countervailing forces in shopping. Crowds attract shoppers but might make them less likely to actually shop. (This is similar to the attraction of the “long tail” discussed earlier, which attracts shoppers to the store because they know they can get anything they need—although they may only buy from the “big head.”)

What have you learned about shopping momentum? Fader: The idea here is that as more purchases are made, everything in the store becomes more attractive. Once shoppers pick up a number of items, it gives them the momentum to buy more.

immigrants from developing countries are used to small stores with traditional active retailing, so retailers need to address both the ethnic culture and the shopping culture of these segments.

a right-handed person, pushing a shopping cart, is going to tend to push with their right hand, giving the cart a natural tendency to turn left; that is, in a counterclockwise direction.

A meat department, for example, might be creatively reinvented to look like a butcher shop. The coffee aisle might be redesigned to give a coffeehouse experience.

although quick trips account for about two-thirds of shopping trips, shoppers buy many different types of products on these trips. This is the Quick-Trip Paradox. This means catering to the quick tripper is not as simple as defining a small set of “quick trip” products.

When household money supplies contract or are in short supply, the value of one-stop shopping increases.

The paradox is that although most shopping trips are Quick Trips, these shoppers are not coming to the store for the same products each time. In fact, we found that the average CPG category is purchased on a Quick Trip just 38 percent of the time. Quick Trip shopping must be composed of a very broad and changing variety of CPG categories. In a single week, a household might make a Quick Trip for milk, chips, and beer on one day, whereas a day or two later they might take another Quick Trip seeking light bulbs and paper towels.

Shoppers are spending more than money in the store. They are also spending their time and racking up angst. These are the three currencies of shopping.

Exhaustive analysis of the findings indicated principles to improve in-store visibility. Based on these, Guinness created a prototype fixture and installed it in test stores, as shown in Figure 2.1. The extruding fins were highly visible, ensuring that the offer would reach shoppers at the end of the aisle. The fins also broke the linear nature of the aisle, helping to stop shoppers by the display. Product layout was clear and authoritative. All these elements were within the cone of vision. Strong brand block and the use of signpost products reduced visual “noise,” strengthened impact, and acted as guides around the fixture. Figure 2.1 This Guinness display, using fins to break the aisle, helped stop shoppers and increase sales dramatically. Guinness monitored checkout scanner data in the test stores. It then modified the design in response to these findings and installed the display in various retail sites. Guinness then installed the new display in ten sites and identified another ten control sites for a formal test. The new fixture increased sales dramatically. Why? The new display was able to pull customers through the three moments of truth: reaching, stopping, and closing the sale. The fixture made stout easier to find in this busy category, so the display reached out to shoppers. The time until the first customer interaction decreased from an average of 38 seconds to 11 seconds. The majority of stout purchasers went straight to the fixture, so it did a better job stopping them in front of the display. The total average visit time reduced from 2.08 minutes to 1.53 minutes, indicating that it is easier to shop from the new fixture. U-turning in the middle of the aisle halved, to only 24 percent. More customers were now shopping the whole aisle. And, finally, these customers bought Guinness in much higher numbers. In the test stores, Guinness draught sales increased by 25 percent in value and 24 percent in volume. Total stout sales grew by 10 percent and total beer sales by 4 percent

Money, time, and angst are the inputs that shoppers invest in shopping.