Merchandise Analysis: A Critical Measurement for …gjmassoc.com/Articles/Merchandise Analysis Made...
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Merchandise Analysis:A Critical Measurement for Success (Made Easy)
Roseanne Mazzarella, Director of Merchandising, Blissworld, LLC
George Mollo, President, GJM Associates, Inc.
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Introduction
Roseanne Mazzarella:
• Merchandise Director, Blissworld, LLC. Responsible for merchandising and forecast planning for the Bliss Catalog, Web, and Spa 3rd party retail.
• 25 year veteran in the Direct Mail Industry.
GJM Associates, Inc.www.gjmassociates.com(845) 627-0788
• Concentration in merchandising and forecast planning.
• Held Merchandise Director positions at Disney Direct, Time Warner, Genesis Direct, and Lillian Vernon.
• 2003-2006 worked as an independent consultant implementing sales reporting and strategic analysis for several catalog businesses.
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Introduction
George Mollo:
Consulting firm (GJM Associates, Inc.) focuses on all aspects of merchandising operations for direct marketing companies.
• 12 years Retail• 3 Wholesale• 15 years Catalog
GJM Associates, Inc.www.gjmassociates.com(845) 627-0788
• 15 years Catalog• 8 years Consultant
• 2002-2007 Served as Chair of the DMA’s Catalog & Multichannel Marketing Council
• Speaks at conferences (User Groups, NCOF, ACCM, ECMOD)**• Contributes articles for trade publications**
(**available on www.gjmassociates.com)
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Agenda
Defining Key Metrics (KPI)
How Indices can “Make it Simple”
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High Level Category View – “Tells ALL”
Item Profitability Review
Industry Axioms that impact Planning
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Key Performance Indicators5
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Defining KPI
Performance Indicators (KPI):
Separate the “winners” from the “try agains;” and knowing not only what to measure, but also how to measure it and what it all means, is what separates and defines levels of success.
GJM Associates, Inc.www.gjmassociates.com(845) 627-0788
separates and defines levels of success.
You can’t fix what you don’t measure!!!
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Defining KPI
• a quantifiable measurement that can be tracked and evaluated, and that is harmonious with what you want to achieve
• a metric that an organization measures to help determine its progress towards a goal
• a reflection of the tactical performance of an organization; and, is used to substantiate an organization’s objectives.
GJM Associates, Inc.www.gjmassociates.com(845) 627-0788
is used to substantiate an organization’s objectives.
• can be quantitative or qualitative, objective or subjective, although preferably quantitative, unambiguous, and reliable.
• a critical measurement of the performance of essential tasks, operations, or processes. A KPI will usually unambiguously reveal conditions or performance that is outside the norm and that signals a need for managerial intervention
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What are the Key Measures?8
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Key Measures
Demand
Margin
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Ad to Sales Ratio
Contribution
Profit
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Key Measures
Backorder rates
Cancel Rates
Fill Rates*
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Fill Rates*
Inventory Turns
Overstock*
Returns*
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Key Measures & Definitions
Fill Rates
• Initial/Final Fill
• Order vs. Item Fill
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• Order vs. Item Fill
• Target vs. Acceptable Ranges
• Apparel vs. Hard Goods
Cancel Rates
• Backorder Rates
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Key Measures & Definitions
Returns
• Returns vs. RGS (Returns to Good Stock)
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Stock)
• Apparel vs. Hard Goods
Overstock
• “At Cost”
• “Cost of”
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Key Measures
Price Points
• Price Point Ranges
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• Price Point Ranges
• Average Price (Offered vs. Sold)
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Analysis Made Easy
Through the Use of Indices!!14
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Creating Indices
Offer a Simplified Approach
Establishes “Relationship” Analysis
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Establishes “Relationship” Analysis
Create a Reference Base of 1.0
Provide Management a Top Level Review
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Analyzing Demand
What to Measure…..It’s All in RELATIONSHIPS !
Items
Category
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Category
Spreads
Space
Price Points
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New (Basic) Measures
Category Indices
• Demand to Item
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• Demand to Space
Page/Spread Average
Average Item
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How to Measure…….Simple Analysis Metrics
Performance Index
• (% of demand / % of items)
Space Index
• (% of demand / % of space)
Average Item Index
GJM Associates, Inc.www.gjmassociates.com(845) 627-0788
Average Item Index
• Item Demand / (Projected Item $$ Demand in Campaign/ Number of items)
Sell Ratio
• (Item percent of page * cost per page) / Projected item $$ demand in Offer
Net (Ad) Margin
• Initial Margin % - Sell Ratio
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Category (MAPS) View
rAii
Description Items % Dmd % Avg Itm P I Mrgn Space % S I SRNet Mgn
TOTAL DROP: 314100.0
% 5985.0 100.0% 19,061 1.00 57.9% 64.00 100.0% 1.00 43.1% 14.8%
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GIFTS 87 27.7% 1310.7 21.9% 15,066 0.79 61.0% 15.00 23.4% 0.93 46.1% 14.9%
HOME 72 22.9% 1472.3 24.6% 20,449 1.07 54.6% 17.00 26.6% 0.93 46.5% 8.1%
APPAREL 53 16.9% 1897.2 31.7% 35,797 1.88 59.8% 15.00 23.4% 1.35 31.8% 28.0%
ACCESSORIES 102 32.5% 1304.7 21.8% 12,791 0.67 55.4% 17.00 26.6% 0.82 52.5% 2.9%
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Item Profitability
Reviewing Item P&L20
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Contribution Levels
Fixed
Variable
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Variable
Gross Margin
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Item Contribution ModelItem Summary
Item # ABC123
Description Sample Item
Cost 11.63
Inbound freight 3.0% 11.98
Retail 30.00
Unit Estimate 15000
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Extended Cost 179.7 (k)
Extended Retail 450.0 (k)
Cost % 39.9%
Mark-Up % 60.1%
% of tot dmd $ -you might expect to cxl 9.0% 40.5
Total Returns as % of ships/ $(k) 11.8% 48.3
Net Sales ($k) 361.2
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Item Contribution ModelCOGS
Cost of Goods Sold
standard cost 144.2
overstock (inv not sold) 10.0% 36.1 -
Cost of overstock 3.0% 1.1
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Cost of overstock 3.0% 1.1
returns 3.0% 1.4
other 0% 0.0
Gross Margin ($k) 214.4
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Item Contribution ModelVariable Expenses
Variable Cost
Promotion 0.00
OR promotion (% of demand) 27.0% 121.5
Cost of pick-pack-ship 10.0% 36.1
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Miscellaneous Costs
Cost of Money/Borrowing 0.0% 0.0
Addn'l Overhead, warehouse space, etc. 0.0% 0.0
Contribution after Variable
($k) 56.8
% net 15.7%
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Variable Cost Promotion 0.00
OR promotion (% of demand) 27.0% 121.5 Cost of pick-pack-ship 10.0% 36.1
Miscellaneous CostsCost of Money/Borrowing 0.0% 0.0
Addn'l Overhead, warehouse space, etc. 0.0% 0.0
Item Contribution ModelFixed Expenses
GJM Associates, Inc.www.gjmassociates.com(845) 627-0788
Addn'l Overhead, warehouse space, etc. 0.0% 0.0
Contribution after Variable($k) 56.8
% net 15.7%
Contribution after Fixed
Fixed Exp 10.0% 36.1
Profit 20.7
% net 5.7%
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Building a Merchandising Strategy Based on Analysis 26
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Merchandising Strategy
• Product Categories should be main focus of business
– Target 10-12 categories *
– Sub-categories define further
– Don’t over assort, e.g. Shirts > 40% of total
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– Don’t over assort, e.g. Shirts > 40% of total
– Avoid “Paradox of Choice”
• Consistent with Brand
• Provide a merchandising “statement” to the customer
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* Define categories based on product offerings and “end use”. Be
careful of “themes” as comparison.
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Merchandising Strategy
Assumptions:• Products fatigue if not reinvented or renewed• Best customers need more newness because of their
interest in the book and rate of purchasing activity• The cost of paper and postage will continue to
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• The cost of paper and postage will continue to increase
• Competition will continue to increase in all distribution channels. (MO/E-commerce).
• No more than 1/3 of new products are winners– Perform above book average– Are profitable
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Merchandising Strategy
Axiom 1:
Sales in a typical catalog, regardless of product category, are distributed across items as follows.
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follows.
Best selling 1/3 2.00x book averageMiddle 1/3 .80x book averageBottom 1/3 .26x book average
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Merchandising Strategy
Axiom 2As the space given to an item is increased or decreased the impact on sales is equal to between 1/3 to 1/ 2 of the change. (aka “Rule
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between 1/3 to 1/ 2 of the change. (aka “Rule of 50”)
e.g. If we increase the space devoted to an item by 60% we would expect the sales of the
item to increase between 20 and 30%.
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Setting Goals
• Industry Standards• Internal History• Achievable/Realistic
Corporate
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• Historical• Cooperative/Joint• Achievable/Realistic
Department
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Merchandising MAPS Metrics
Alternative Measurements
High Level Metrics
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Creating New Metrics:
Provides “Direction”
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Several Rules of Business
Almost Right Now is Better than Exactly Right later…..”
A bad decision is better than no decision at all!
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Do 1st things First, 2nd things NEVER!
Always tell the bad news first-never last
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Thank You !!
Questions ?34
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Merchandise Analysis:A Critical Measurement for Success (Made Easy)
Roseanne Mazzarella, Director of Merchandising, Blissworld, LLC
George Mollo, President, GJM Associates, Inc.