Retail Shopping 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'.

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

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.

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.

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.

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.

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.

Shopping eased the pain. -Hailey, Retail Therapy

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

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

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.

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.

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.

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.

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

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.

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.

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.

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.

There was a product which seemed attractive, expensive, portable, beautiful and simple. Everybody talked about its beauty but they bought it for it's simplicity.

consumer psychology demands change from marketers and retailers. The past is no longer prologue: what’s been done before won’t work today.

simply accept what you say because you are the boss. 

Having too expensive a currency can cause severe economic problems, which has been the case in many sectors of the Australian economy: the Australian dollar, its strength boosted by COMMODITY wealth, was so highly valued that it devastated the country’s retail sector – it was so easy to buy stuff from abroad using super-charged Australian dollars that local shops found it near-impossible to compete.

Bizarre and Surprising Insights—Consumer Behavior Insight Organization Suggested Explanation7 Guys literally drool over sports cars. Male college student subjects produce measurably more saliva when presented with images of sports cars or money. Northwestern University Kellogg School of Management Consumer impulses are physiological cousins of hunger. If you buy diapers, you are more likely to also buy beer. A pharmacy chain found this across 90 days of evening shopping across dozens of outlets (urban myth to some, but based on reported results). Osco Drug Daddy needs a beer. Dolls and candy bars. Sixty percent of customers who buy a Barbie doll buy one of three types of candy bars. Walmart Kids come along for errands. Pop-Tarts before a hurricane. Prehurricane, Strawberry Pop-Tart sales increased about sevenfold. Walmart In preparation before an act of nature, people stock up on comfort or nonperishable foods. Staplers reveal hires. The purchase of a stapler often accompanies the purchase of paper, waste baskets, scissors, paper clips, folders, and so on. A large retailer Stapler purchases are often a part of a complete office kit for a new employee. Higher crime, more Uber rides. In San Francisco, the areas with the most prostitution, alcohol, theft, and burglary are most positively correlated with Uber trips. Uber “We hypothesized that crime should be a proxy for nonresidential population.…Uber riders are not causing more crime. Right, guys?” Mac users book more expensive hotels. Orbitz users on an Apple Mac spend up to 30 percent more than Windows users when booking a hotel reservation. Orbitz applies this insight, altering displayed options according to your operating system. Orbitz Macs are often more expensive than Windows computers, so Mac users may on average have greater financial resources. Your inclination to buy varies by time of day. For retail websites, the peak is 8:00 PM; for dating, late at night; for finance, around 1:00 PM; for travel, just after 10:00 AM. This is not the amount of website traffic, but the propensity to buy of those who are already on the website. Survey of websites The impetus to complete certain kinds of transactions is higher during certain times of day. Your e-mail address reveals your level of commitment. Customers who register for a free account with an Earthlink.com e-mail address are almost five times more likely to convert to a paid, premium-level membership than those with a Hotmail.com e-mail address. An online dating website Disclosing permanent or primary e-mail accounts reveals a longer-term intention. Banner ads affect you more than you think. Although you may feel you've learned to ignore them, people who see a merchant's banner ad are 61 percent more likely to subsequently perform a related search, and this drives a 249 percent increase in clicks on the merchant's paid textual ads in the search results. Yahoo! Advertising exerts a subconscious effect. Companies win by not prompting customers to think. Contacting actively engaged customers can backfire—direct mailing financial service customers who have already opened several accounts decreases the chances they will open more accounts (more details in Chapter 7).

But simple consumer reluctance to switch providers is a major obstacle to competition in retail financial services. It is a well-known joke in the industry that customers change their spouses more often than their banks. They all seem the same: why transfer your loyalty from Tweedledee to Tweedledum? This inertia on the part of retail buyers is common across all financial products. Credit cards have consistently been one of the most profitable retail banking products. Bank of America, ‘first mover’ in this industry, continues to hold a strong position, despite aggressive attempts by entrants to solicit new business. Many people just do not like buying financial services, and minimise the time and effort they devote to their purchase as a result. The days when retail customers of financial services were rewarded for their loyalty are long gone. The replacement of a relationship-based culture by a transaction-based one means that the best deal is almost always obtained by shopping around aggressively rather than by building trust. Customer perceptions have lagged behind this harsh reality. But

In recent years it has become popular for some retailers to begin their Black Friday sales on Thursday night. Do not support this inane trend. If you feel like you want to replicate the experience, blindfold yourself, tape $150 to your forehead and roll yourself down a hill in a shopping cart.

You’re too self-absorbed. You think you’re important. You think people actually care enough to form opinions about you based on what you do in a coffee shop or retail store.

Bookstore game is nothing but a combination of coffee shop and retail game.

THE OLD FAITHFUL area was the largest complex in the park, consisting of hundreds of cabins, the Snow Lodge, retail stores, souvenir shops and snack bars, a rambling Park Service visitor center, and the showpiece structure of the entire park: the hundred-plus-year-old Old Faithful Inn that stood in sharp, gabled, epic relief against the star-washed sky.

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.

By offering cheaper prices online, the retailer educated me to never purchase in their physical store. By offering unconditional returns, they taught me to return poor products. By blocking my ability to return poor products because I made too many returns, they conditioned me to always shop at their competitors.

That everyone in the corporate food chain, up to Price and even Bezos, was convinced of the need to work with theaters on their terms and not put their movies on Amazon Prime until five months after they debuted on the big screen proved the company was all-in on art-house movies. It was, in fact, the core of Amazon’s strategy. Rather than serve everyone everything they might want, as Netflix was doing with its mix of Adam Sandler comedies, Will Smith action flicks, and some indies, Amazon wanted to build a distinct identity for its Prime Video service. By making a particular kind of movie, everyone at Amazon figured, they would build an identity for their service, one that made it noticeably different from what almost everyone else in Hollywood was doing. Sure, many people wouldn’t be interested in the weird, depressing, or simply outré works that it was releasing, but at least those who were into it would love it. Amazon executives distinctly didn’t want a studio that was as bland as the company’s selection of USB cables. “We don’t want something that 80 percent of the audiences eventually gets around to watching,” said Hope. “We want the thing that 20 percent of the audience is so passionate about, they’ll break up with you if you don’t feel the same way. We want to inspire an urgent need to see.” In addition, the people who go to art-house movies tend to be upscale, well-educated people who live in cities and who like to shop online. If the ultimate goal of Amazon’s movie business was to attract, retain, and engage Prime subscribers, it only made sense to draw people who would buy the most computers, books, and Kindles online. “They are often very good retail customers,” Price said sheepishly. “So that’s not a bad thing.

Locally, you should be able to find decent Medjool dates in Middle Eastern grocery stores and many natural foods markets, but for the too-moist-to-be-sold-commercially varieties, you’ll probably have to shop online. I have tried dates from most of the major online retailers and always go back to ordering from the Date People, a small farm in California. I am averse to commercial endorsements, but I’ve never tasted consistently better dates from any other source (although Black Sphinx dates from Phoenix come close!). Date People’s annual harvest comes in around my birthday in October, and I always splurge as a present to myself and get a big box to put in our freezer.

Over the last decade, entire neighbourhoods have lost their identity to the ever-growing clothing retail market. Since my first visit to the Marais quarter of Paris in 2003, I have seen the area shift from a charming, off-beat district featuring a mix of up-and-coming designers, traditional ateliers, bookstores and boulangeries to what amounts to an open-air shopping mall dominated by international brands. In the last five years, an antique shop has been replaced by a chic clothing store and the last neighbourhood supermarket transformed into a threestorey flagship of one of the clothing giants. The old quarter is now only faintly visible, like writing on a medieval palimpsest: overhanging the gleaming sign of a sleek clothes shop, on a faded ceramic fascia board, is written ‘BOULANGERIE’. In economically developed countries, people’s motivations for spending money have long since shifted from needs to desires. There’s no denying we need places to live in, food to nourish us and clothes to dress ourselves in, and, while we’re at it, we might as well do these things with a certain degree of refinement to help make life as pleasurable as possible. But when did the clothing industry turn into little more than a cash machine whose main purpose seems to be its own never-ending growth? Just as clothing retail shops are sucking the identity out of entire neighbourhoods, so that the architecture becomes little more than a backdrop for their products, the production of the garments they sell is eating away at the Earth’s resources and the life of the workers who are producing them. Fashion has become the second most polluting industry in the world. And with what result? Our wardrobes are cluttered with so many clothes that the mere sight of them becomes overwhelming, yet at the same time we feel a constant craving for the next purchase that will transform our look.

In the case of Trunk Club, they led with a simple polarizing message related to how their target customers generally feel about shopping. By saying “men want to dress well, but they hate to shop,” they intentionally called out shopping as the enemy of their service. And if you are a man who hates to shop, you will rapidly align with their message without much thought. The beauty of this approach is that it has the opposite effect for clients who are a poor fit for your solution. For example, if you’re a man who loves to shop, you may be immediately turned off by Trunk Club’s value proposition. While being excited about customers not liking your solution may seem counterintuitive, it’s actually a good thing! Bad-fit customers who buy your product are more likely to become dissatisfied and hurt your brand. They may also provide errant feedback that can quickly derail your product or company roadmap if you decide to follow it. In short, polarizing messages can serve double duty by keeping the good-fit customers in and helping the bad ones self-select out. In the case of Trunk Club, this approach worked: they were acquired by US luxury retailer Nordstrom in 2014 for $350 million.

(In the wake of emotional disaster, there is nothing I find more comforting than pastries and retail therapy.)

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.

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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.

Retailers actually want a manufacturer to help them sell more, to more shoppers, more often. That's pretty simple isn't it? Yes they do want it to happen from an optimised stock base, efficient logistics operation, with higher cash margins and more favourable payment terms but more, to more people more often is the deal. More = larger shopping baskets and or higher ticket prices that typically carry better cash margins. More shoppers = new customers from the available opportunity pool capable of shopping at that location or in that chain More often = increasing not only the frequency of visit to store by shoppers but increasing in store conversion which drives higher frequency of purchase. Later

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.

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

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

Ideally, pursue all three ways of varying the market, with the target customers in mind: ★ increasing the benefits that really matter to the target market; ★ creating new benefits that will appeal strongly to the target market; and ★ subtracting benefits that are unimportant to the target market. Betfair ★ dramatically increased value for money in the betting market; ★ provided the new benefits of being able to bet against outcomes, being able to trade bets and guaranteeing that winning accounts would not be closed; and ★ subtracted the ability to bet in retail premises or at the track, or to bet and collect winnings in cash. Betfair’s target market is big gamblers: professionals and serious enthusiasts. The change in profile between what betting exchanges offered and what the main market offered was ideally suited to the target market. ★ Getting great value is essential if a gambler is to win. It is very difficult to win if the bookmaker takes out 20 per cent on each event. If a betting exchange takes out only 1 per cent, a serious gambler has to be only slightly more than 1 per cent more accurate than the market and he will win. ★ It is much easier to bet against an outcome and win than it is to specify the winner. (If there are eight horses in a race and the gambler has a strong view against the favourite, he can back against that horse without knowing which of the other seven will win.) Big gamblers are much more likely to bet against events than small gamblers. Big gamblers are also skilful in trading bets, which can be a risk-free way of making money. Finally, big gamblers are the only people whose accounts are regularly closed down by bookmakers. ★ Big gamblers do not frequent off-track betting shops and are more than happy to bet online and by phone, and to receive payment by bank transfer.

Reaper Disc Supply is a disc golf disc retailer and apparel company from sunny California. We offer disc golf stickers, discs, shirts, hoodies, and all the supplies you need to step up your game. With custom-stamped discs and the cheapest prices online - you won't regret checking out our disc golf shop.

Bellarosa is an established women clothing brand In Which We offer an energetic collection of high-quality Garments designed with the choosiest fabrics and popular themes printed to match the latest trends. The product range we are offering is highly appealing due to our versatile designing, high quality manufacturing and the choice of modern retail for all. Come to bellarosa for online shopping and discover the new you.

Costco cofounder and CEO James Sinegal recalls—and lives by—Sol Price’s principles. “Many retailers look at an item and say, ‘I’m selling this for ten bucks. How can I sell it for eleven?’ We look at it and say, ‘How can we get it to nine bucks?’ And then, ‘How can we get it to eight?’ It’s contrary to the thinking of a retailer, which is to see how much more profit you can get out of it. But once you start doing that, it’s like heroin.” There was another element, too. “You had to be a member of the club. People paid us to shop there.

The retailers want you to shop and browse.

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

Omaxe Ltd one of the best real estate organizations has launched its project Omaxe World Street Sector 79 Faridabad. This Project of OMAXE covers approximately 50 acres of land. Omaxe World Street Faridabad provided with Shop Cum Office Space, Retail Space, and Residential Apartments.

I had to remind myself I was in a food shop. Even in New York, once famous for its rudeness, now stuck in a condition of permanent impatience, I had never seen anything like it. There, a retailer, however jaded, still pretends to honor the shopkeeper’s code that a customer is always right. Dario followed a much blunter, take no prisoners philosophy, that actually the customer is a dick.

One probable near-term outcome of AI and a through-line in all three of the scenarios is the emergence of what I’ll call a “personal data record,” or PDR. This is a single unifying ledger that includes all of the data we create as a result of our digital usage (think internet and mobile phones), but it would also include other sources of information: our school and work histories (diplomas, previous and current employers); our legal records (marriages, divorces, arrests); our financial records (home mortgages, credit scores, loans, taxes); travel (countries visited, visas); dating history (online apps); health (electronic health records, genetic screening results, exercise habits); and shopping history (online retailers, in-store coupon use). In China, a PDR would also include all the social credit score data described in the last chapter.

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

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.

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.

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.

Andy Anderson was able to redraw the meatpacking business in part because he was new to the industry2. He was a city boy, whose first job in the meat business was in an urban butcher shop, not a slaughterhouse. This last part helps explain perhaps the most important innovation behind IBP, the one that made the grocery store butchers loathe the company. Just like Tyson, IBP figured out that it could butcher meat more efficiently at its meat factories than butchers could do in their stores. IBP was the first company to popularize a product called “boxed beef.” Rather than ship whole carcasses to retail locations, like the other meatpackers, IBP cut up the cattle along a factory line. It bagged the parts in airtight packages and shipped them in boxes in refrigerated trucks. Boxes, needless to say, could be stacked in a truck a lot more neatly than carcasses. IBP didn’t ship the parts of a cow that butchers cut off and threw away. Boxed beef was the most efficient way to ship beef, and IBP had developed its own shipping network to do it, saving money every step of the way. Boxed beef drove butchers out of business and caused many of them to launch boycotts against IBP. But the boycotts were pointless. The American appetite for convenience made boxed beef a fixture in all the big retail chains during the 1960s and 1970s. Beef finally started to catch up with chicken as something that could be plucked off the shelf and cooked in a hurry.

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.

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.

Home Foods Store is a leading grocery retailer that has recently launched its e-commerce platform, RudcaFood, to cater to the growing demand for online grocery shopping. The website offers a wide range of fresh produce, pantry staples, and specialty items, all sourced from trusted suppliers and farmers. With RudcaFood, customers can enjoy the convenience of shopping from home while still receiving high-quality, locally sourced food. The website features an intuitive interface, easy navigation, and secure payment options, making it simple for customers to find and purchase the products they need. Additionally, Home Foods Store is committed to sustainability and reducing its carbon footprint, so customers can feel good about their purchases and their impact on the environment. Overall, RudcaFood is a valuable resource for anyone looking to save time and support local farmers while still enjoying the convenience of online shopping.

[Shopping is a] Mardi Gras of consumerism.

Cancel magazine subscriptions.  Most of the information you can get free on the web anyway. Use coupons.  Always check the internet before going to shop or dine out. Wash your own car. Buy clothing out of season.  For example, many retailers mark down their summer clothing at the end of summer. Buy a refurbished computer. Don’t buy sodas at a restaurant.

Retail advertising is characterized by four main aspects: Creating an image of the shop Establishing its location Variety or special kind of goods offered, and Competitive price offers The

It has been a frustrating game thus far and [the natives] blow off steam by spending money. Happily there is retail at every turn so the crow doesn’t lack for buying opportunities, and it’s the same everywhere Bravo has been, the airports, the hotels, the arenas and convention centers, in the downtowns and the suburbs alike, retail dominates the land. Somewhere along the way America became a giant mall with a country attached.

Few of us realize that we shoppers are mice in a complex retail maze. Supermarkets spend a vast amount of money to figure out how shoppers behave. Every detail is purposeful, from the music they play to the size of the font declaring sales. For instance, you probably notice that it's chilly in a supermarket. I used to think that was because the chill helped to preserve the food. In fact, cold triggers hunger. If you are hungry, you'll buy more. The first thing that you run into in a supermarket is the produce section. The tactile experience of touching food and the bright colors get you in the mood for shopping. The milk, flour and cereal are invariably spaced far apart. Why? Supermarkets are designed to slow you down. The longer you spend in the maze of a store trying to find staples, the more likely you'll buy something on impulse. Food manufacturers pay for premium shelf placement at eye level, or, in the cereal aisle, at the eye level of children.

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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.

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.

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.

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.

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.

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.

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.

Frozen food exerts a strong force on the order of the trip. That is, no matter where the retailer locates frozen food, it will often be visited near the end of the shopping trip. So, the aisle nearest the entrance of the store will ordinarily be shopped first, followed by the second, third, and so on, across the store. But if frozen food is not placed at the end of the trip in terms of layout, shoppers will often skip it and return near the end of the trip—if they remember—or just skip it altogether. Compare this to fresh produce. We could theorize that shoppers might prefer to have produce at the end of the trip, to avoid having fragile, crushable fresh produce on the bottom of the cart. We do not, however, see large numbers of shoppers skipping fresh produce, which is often the first category offered to them, although this undoubtedly does occur to an extent.

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?

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.

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.”)

convenience means a lot of different things. It can mean that I’m driving by you and it’s only a mile from my house, where brand X is two miles from my house. Convenience also means that I can get into your shopping center easily. I can get in and out without spending an hour doing so. The parking lot is laid out well; it’s safe, clean, and well lit at night. Upscale people tend to shop in upscale locations; they don’t necessarily like to drive into areas that aren’t on par with where they live. But more downscale or midscale shoppers don’t mind shopping up. They’re more likely to do that than the other way around.

1. Focus on the short trip. For supermarkets around the world (the same principle applies to all classes of trade), half of all shopping trips result in the purchase of five or fewer items, with one being the most common. These short trips typically account for one-third of store sales. The new strategy is to increase the size of each of those baskets by one or two items. Quick trippers spend money very fast, and getting them to buy one or two more items is far easier than motivating stock-up shoppers to buy ten or twenty more items. This focus, focus, focus on the quick trip could deliver an easy 30 percent sales lift (and a lot more when the synergies with other types of trips become apparent).

The most important promotion is place, not price. In a typical store, probably 2 percent of the total items in the store at any one time are being promoted on end-of-aisle displays or other secondary promotional displays. This 2 percent of items may constitute a full 30 percent of all the sales in the store. However, half the shoppers purchasing an item from one of these promotional displays are unaware that it is at a reduced price. Of the half who are aware, half of those really didn’t care about the price. Good retailers are locked in a mindset that price considerations dominate shopping.

In observing the behavior of thousands of shoppers, letting shoppers group themselves according to behavior, we have identified three primary types of shoppers, as follows:2 • Quick: As noted previously, the number of products purchased most commonly on a shopping trip is one. These shoppers spend a short time in a small area, with a relatively slow walking speed but high spending speed. A third of all trips to the supermarket result in only one or two items being purchased, with fully half of all trips consisting of five or fewer items purchased. • Fill-in: These shoppers visit about a fifth of the store, have a slightly faster—but still slow—walking speed and an average spending speed. • Stock-up: These shoppers cover a larger area, walk more quickly, but have a lower spending speed.

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.

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.