Blah, Blah, Blah.... C'mon you guys, give CG constructive positive thoughts about your direct experience if you want them to listen and act.
I agree with another (forgot who said it) where CG was becoming like Harbor Freight, analogous to the cheapness of some stocked items. Then again, yes, Inventory costs money. And a good selection in flooring that costs even more. But this is 2012. Automation and Analytics make running inventory turns fairly seamless, sans issues with returns and shrinkage.
If one thing is for sure, having a lot of stores geographically spread may actually hurt CG if the selection and quality isn't consistent with the communities needs and wants. This lesson in B&M is pretty academic. A few really kickass well stocked locations that can service traffic far outweighs the satellite stores where supply chain issues and selling space are at a premium and moral is low.
The take away from this; "less is more". Offer fewer stores, better stocked with more highly trained staff at these "Superstores" in key geo's vs. smaller, poorly run and low stocked satellite stores, and the margins are stronger with greater velocity. The formula for success has been spelled out in this thread by several who gave you first hand experiences.
My consultancy calendar has a couple days open in November. Have your people call mine for a business velocity boot camp.
I agree with another (forgot who said it) where CG was becoming like Harbor Freight, analogous to the cheapness of some stocked items. Then again, yes, Inventory costs money. And a good selection in flooring that costs even more. But this is 2012. Automation and Analytics make running inventory turns fairly seamless, sans issues with returns and shrinkage.
If one thing is for sure, having a lot of stores geographically spread may actually hurt CG if the selection and quality isn't consistent with the communities needs and wants. This lesson in B&M is pretty academic. A few really kickass well stocked locations that can service traffic far outweighs the satellite stores where supply chain issues and selling space are at a premium and moral is low.
The take away from this; "less is more". Offer fewer stores, better stocked with more highly trained staff at these "Superstores" in key geo's vs. smaller, poorly run and low stocked satellite stores, and the margins are stronger with greater velocity. The formula for success has been spelled out in this thread by several who gave you first hand experiences.
My consultancy calendar has a couple days open in November. Have your people call mine for a business velocity boot camp.

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