Merchandising To The Big Boys: How To Get Your Product Into Big Boy Merchandisers Bonus

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You still have options to offer many of the above items to personalize or care for this creation. Pricing is another area where many growers and garden centers seem to get caught up in frustration. But pricing has many facets and more than just slapping a price on it and walking away. We are in the business of selling the customer inspiration.

Making a great return on the container category means more than just the numbers you see when the container empty or planted goes through the checkout. Still success! We can even plant it up for you if you decide that you want to drop it off. The customer has purchased the 1 container 2 now they are bringing it back for a re-fill more plants 3 they tell their friends who see it and now want to have it done too!

33 Ecommerce Strategies for $1M+ Growth [18 Must Have Tools]

But what about potting up larger items like shrubs and trees? Buying trees, shrubs and perennials to go in your containers for a season or two before transplanting them into the landscape is a wonderful way to extend your gardening dollars. The bonus is that you get fun containers where we just add in a few annuals, so you throw away fewer plants. The important thing to remember is to be making connections between like or similar items. Your customer will be caught off guard and it will be obvious that you are recommending products simply for the sake of hoping they will make an additional purchase.

This tactic works best when you have a well-trained and knowledgeable staff, one that builds rapport with your customer. The key here is to train your staff on what items you should recommend together. Have you thought about this one? If you like this dress you might also like this one. It has a similar cut and is extremely flattering. The product that you recommend at this point should be priced slightly higher around 25 percent higher than the original item — test the exact figure with your customer base. At this point, one of three things will happen. Not Bad, huh? This works perfectly in a couple of different scenarios.

If you have a customer that simply cannot decide what they want, recommend two options. Which do you prefer? No longer do they have to analyze an endless array of different options which can be overwhelming and lead to decision paralysis. Combining this with one of the upsell techniques above is a great way to increase money spent per customer. This also works very well when someone already has decided to purchase from you.

You could train your staff to ask:. Or maybe you have a customer that just ordered a burger and fries. Please keep in mind that this a more assumptive closing technique and must be trained properly. The key is to ask this in a very friendly and personable manner. Use wisely! Creating Urgency! There are three main ways of creating urgency.

1. So, tell me a little about yourself.

You incentivize your staff to sell more, you incentivize the customer to buy more, or you train your staff on uncovering pain points. The better you know your employees, the better you will know what they respond to. Provide a coupon for a certain percentage off for whatever they purchase that day.

You could also offer a free item with a purchase. Remember, this works best in conjunction with a friendly, outgoing, and happy staff.

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Three: Pain points are problems that your customers are trying to solve. Your goal then is to simultaneously increase your sales while helping them solve their individual obstacles. The goal with each new customer is to figure out ways to increase their lifetime value LTV to your business. You can only really do this in two ways: Increase their average order value upselling in store or increase the frequency of how often they purchase from you.

We recommend first snagging their precious email. Most quality POS systems allow you to build your customer database by collecting email addresses at the point of sale. Each transaction will be tied to an email so you can start to build up a picture of what each specific customer comes to you to buy. What sort of personalizations are you able to offer? How many people that come into your store could you actually recommend something to without first speaking with them first?

Most independent brick-and-mortar stores have very little data on who their customers are and what they buy. Grabbing an email address is your first step to changing this. Once you have their email, you can start to communicate with these customers to increase their engagement with your store, encourage them to return, and ask them questions that will improve your business.

Your first post-purchase communication should be an email thanking them for choosing to spend their hard-earned money in your store. I recommend that you also take the opportunity to ask them to rate their in-store experience. SurveyMonkey provides some easy tools that you can use to collect this kind of data via email. Alternatively, you could drive them to leave you a review on Yelp. As with all things, the key here is that you try different calls-to-action CTA and assess which works best for your business.

Even though the returns on email marketing are astronomical, nobody likes to be spammed. So, make sure to communicate sparingly and with an emphasis on quality content. Getting them to like your page gives you another way to communicate with your customer and collect data on customers including basic demographics, the location of your customers, and information on what their favorite products are.

Here are a few basic metrics to help you do just that:. Number of Shoppers or Customers It almost goes without saying, but one of the key ways to increase sales in retail is to grow the number of shoppers that enter your store. Calculating your number of customers is straightforward, simply add up the number of transactions from unique customers that occurred during the day.

Calculating the number of shoppers is a little more manually intensive. There are also smartphone apps designed for this purpose. You could also look at your total sales for the day, week, etc. To calculate this metrics use this formula:. Tactics like in-store signage, engaging product displays, and sales training for you staff can all improve your sales per square foot. Sales Per Employee This metric is particularly valuable if you have employees that actively sell to shoppers in your retail store. If you roll out sales training for your staff, this can also be a way to measure its effectiveness.

To calculate this metric, use this formula:. First, establish a baseline value for average sale per customer, then begin implementing your upselling and cross-selling program. After some time passes The amount of time you wait depends on your transaction volume. The opposite is true is you transact at a high volume. There are, of course, dozens of different metrics you can use to measure the effectiveness of your sales and marketing strategies, but the ones above are a good starting point.

This gives you a baseline number to compare against as you adopt new sales tactics. If your financial situation allows for it, try to test a single tactic at a time instead of making several changes at once. This makes it harder to optimize things going forward. Lastly, the modern, sleek look of an iPad POS is an easy way to improve the aesthetic of your store when compared to a clunky, old fashioned cash register. Integrated Marketing Tools Outside of improving the customer experience, a POS system gives you a variety of tools that help you grow sales.

For example, you can use your POS to collect customer email addresses that you feed into your email marketing platform and send promotional messages, driving repeat purchases. It really depends on the POS you use, but many offer you ways to promote your social media channels on emailed receipts.

You might even have the ability to sell gift cards, which is a great way to increase purchases. Powerful Analytics Reports Perhaps most importantly, a modern POS system will give you powerful analytics and reports that offer you deep insight into your business. This allows you to make informed decisions that lead to smarter investments and increased sales.

Here are a few examples:. Staff reports — Easily identify your top salespeople and schedule them during peak hours to drive increased sales for your business. This means that you can access all of your transaction history, sales data, and reporting wherever you are, as long as you have an internet connection. For a busy retail store owner, that flexibility is hard to beat. You might even be feeling a little overwhelmed about taking on all of these tactics at once. But that is where we are going to step in and stop you.

As a small business owner, you know that there are only so many hours in each day, and each of one of these hours is precious. So take some time, read through our recommendations again, and choose one or two tactics to begin with. Implement these tactics, evaluate the outcome of each, then rinse and repeat.

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When you have time, implement a few more. But regardless of where you are in your business, know that these tactics are there to fall back on. Applied correctly, they can be your key to a healthier and more prosperous business. In a minute, your free guide will be sent to the email address you provided. In a minute your free guide will be sent to email address you provided. The Small Business Sales Funnel Before you can execute on how to guide customers through their journey and understand how to increase sales in retail, you need to have a general grasp on what a sales funnel is and how it applies to your business.

Online Awareness The first and most obvious job you have as a small business owner is to manage your online presence. Location, Location, Storefront The second stage of the funnel is the first engagement customers have with your physical location. Inside Your Store No discussion of the in-store retail experience is going to be deemed complete without a mention of Apple. The overall goal of this section of the small business sales funnel is simple: Every single person who walks through your doors should spend money in your store.

Here are a few key elements to consider: Counter Position and First Impressions For most stores, the counter remains the central, beating heart of the store. At the Point of Sale Small business owners obsess about bringing new customers through the door, but the fact is, the customer standing right in front of you is probably your most underexploited resource.

How fast do you expect someone to ring up a transaction? What is the process of ringing up transactions? How much revenue is each employee expected to generate? What are the performance expectations of each role? Does staff have the potential to earn bonuses for excellent performance? If not, how will you reward awesome performance? The petitions filed included those on behalf of the three major networks, of the National Association of Broadcasters, of well over a hundred individual TV and radio stations, of the six major tobacco companies in this country, of the Tobacco Institute, and even of the Federal Communications Bar Association, a group of attorneys practicing in the communications industry.

I was continuing with my job at the law firm, but felt uncertain about my position there, and the time I had available for this outside private project was very limited. But I got my reply brief supporting the original decision in, and I remember that on September 8th, a Friday, I left my office at eleven-thirty at night. When I read that, I went right back to my office and got to work again. The reason for that was my knowledge that the reaffirmation of the F. The trouble that Banzhaf had in mind was the possibility that the tobacco and broadcasting forces, in petitioning the federal courts of appeal to review the F.

From his point of view, the most convenient forum for consideration of the issue was in Washington—the federal Court of Appeals for the District of Columbia Circuit. Three months earlier, that court had upheld the Constitutionality of the fairness doctrine in vigorous terms.

Furthermore, in the normal course of events a petitioner before a court has to have lost a cause—not won it, as Banzhaf had—in order to present a petition for review. Accordingly, Banzhaf worked very late that night preparing a court petition against the F. Court of Appeals, who, fortunately for Banzhaf, happened to be there although it was Saturday. Thus Banzhaf established—or so he hoped—a forum that would prevent lawyers representing the tobacco and broadcasting interests from facing him in court territory they might consider most favorable to their side.

Two days after Banzhaf filed his petition for review, an assembly known as the World Conference on Smoking and Health, which was sponsored by the National Interagency Council on Smoking and Health and was managed by the American Cancer Society, began a series of meetings at the Waldorf-Astoria. The purpose of the conference was to receive and discuss new medical and scientific findings on the connection between cigarette smoking and ill health, and to discuss public and private programs for educating and warning people about the hazards of smoking.

One of the introductory speakers at the conference was Senator Robert F. On the third day of the conference, Banzhaf himself spoke before one of its committees and urged such assistance. The committee made a similar recommendation, but, according to Banzhaf, the major health organizations reconsidered their position and again declined to use their funds to engage in litigation on cigarettes. The same day that Banzhaf made his appeal to the conference, the National Association of Broadcasters, in association with one of its member stations, filed its own petition for review of the F.

But the other side said no. It was the old technique of overwhelming your opponent, blitzing him with papers. I just had to work a little harder. In five days, I prepared a forty-page answer to their twenty-page motion, and the eventual result of these filings was that the court upheld my motion to the extent that the case stayed in the Court of Appeals in Washington. People in Washington who are familiar with the background of the F. However, their admiration for his resourcefulness is tempered by reservations concerning what they think is his occasional propensity for personal publicity, in contrast to the manner of other and more self-effacing people whose contributions over the years to the cause of informing the public of the relationship between smoking and health were at least as fundamental.

And, indeed, to talk with Banzhaf at any length about public awareness of the relationship between cigarette smoking and health, one would hardly think that such prime movers in the field as Drs. Hammond and Horn, whose study in first brought the issue to wide public attention, and Dr. These have been dwelt upon by Clifton R. Read, an official of the American Cancer Society, in an interview. A member of his firm talked in Washington with counsel for the F.

Our lawyer agreed. He told us that in his opinion the F. Unlike the American Cancer Society, the National Tuberculosis Association decided to submit an amicus-curiae brief in support of the F. But although Banzhaf went before the Court of Appeals and argued in the proceedings he had started, the principal burden of defending the F. The idea of forming his own organization grew out of an article he had read in the Times about the Environmental Defense Fund, a coalition of lawyers and scientists that had been formed for the purpose of pursuing litigation that conservation groups like the National Audubon Society were reluctant to engage in directly.

The Environmental Defense Fund is financed by foundations and contributions from the public. With this as a cue, Banzhaf formed an organization called Action on Smoking and Health ASH to pursue legal action on behalf of education about smoking, and established headquarters in a tiny temporary office near the United Nations.

ASH was, and still is, a very small outfit, financed by public appeals.

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I had to monitor the stations to determine their degree of compliance, but, of course, the monitoring I could do was limited. I monitored its programming in prime time for approximately two weeks, with the help of friends, and then in March, , I filed a petition with the F. Our petition said our monitoring showed that the ratio of smoking commercials to anti-smoking commercials in prime time on WNBC-TV was ten to one instead of the three to one the Commission found reasonable.

At that time, I might remark, the F. The Commission was happily rubber-stamping license renewals as they came due. But I also knew that the value of the station was something like a hundred million dollars. We thought we would give the station something to be afraid of when we presented our petition. Who wants to take even a one-in-a-thousand chance of losing a hundred million dollars? Their people claimed that the ratio we had given of ten cigarette commercials to one anti-smoking message was inaccurate.

It was close to three or four to one, they said. But we challenged their challenge, and asked them to document their claim. This ruling concerning anti-smoking messages had the effect that Banzhaf had anticipated: the management of other television stations around the country began to be less laggard in complying with the F. Through ASH , Banzhaf has tried to keep them alert by legal sniping tactics here and there. Thus, he has recalled, when a chain of stations in Indiana broadcast an editorial opposing a recommendation by the Federal Trade Commission that cigarette commercials be banned from the air, ASH asked the stations for free time to reply.

The management of the stations refused the request, whereupon Banzhaf filed a complaint with the F. The American Cancer Society people appear to have done no substantial amount of direct monitoring of the time given to anti-smoking messages on individual television stations during this period. Read, of the Cancer Society, feels that, except for the first six months following the F.

The effect of all this upon the activities of the tobacco companies on the airwaves was highly noticeable. It took only ten seconds, but its effect on the television viewer who happened to have a cigarette in his mouth as he watched it tended to be disconcerting. Besides being caught in mid-puff by this particular message, the home audience became exposed to a number of longer anti-smoking messages, which seemed to have the capacity of acting upon the existing crowd of cigarette commercials like antibodies grappling with some bacterial swarm.

Against the commercials that displayed young people examining the filters on their cigarettes with approval, viewers saw an anti-smoking message that opened with a shot of a cigarette lying flat, pointed toward the viewer. One of them, which seems to have been designed to deal with the Marlboro Man theme, showed a confrontation at a saloon bar between some unshaven characters wearing ten-gallon hats. The script ran as follows:. MLS [medium long shot] of bad guy as he walks through door of saloon with cigarette dangling from mouth. Good guy, standing at bar, turns, noticing bad guy walking through the door.

Bad guy and accomplices begin coughing uncontrollably, unable to shoot at good guy. Good guy, disgusted by the coughing, knocks bad guy aside and leaves the saloon. Richard J. A while ago, Lord told me that when his agency was making the anti-smoking messages it encountered some difficulty in finding actors to play the parts. The average income from residuals is probably something like five thousand dollars for a year or more, but if the actor hits with a commercial that is really widely replayed, he could make between ten thousand and fifteen thousand dollars a year out of it.

Well, for this particular anti-smoking message [one parodying the happiness shown in cigarette commercials] we had to hunt around quite a bit to collect a cast. We must have seen forty or fifty people. We had one guy signed up for a shooting call at 8 A. Most of them were nonprofessionals.

2. Why are you looking (or why did you leave you last job)?

One of them was a waitress at a restaurant on Eighty-sixth Street who looked just like the sort of girl who might appear in a cigarette commercial. They were all great, and really worked hard. Representatives of a cigarette company had been there before us. We explained what we wanted.

The man we talked to at Chappell happened to have just given up smoking. The messages have been a pretty big success, I think. While the anti-cigarette forces were gradually mobilizing themselves, the tobacco industry was not idle. During the first quarter of , the tobacco industry spent a good deal more money on television commercials than it had in the corresponding period of the previous year. On network television, the industry spent forty-five million three hundred thousand dollars for the quarter, as opposed to forty-three and a half million dollars for the first quarter of , and its expenditures for spot announcements on individual stations rose by more than a million dollars, to a total of eleven million two hundred thousand dollars.

Furthermore, most of this money was spent on advertising in prime time, in which the largest possible audiences could be reached. An article on the subject in February, , in Advertising Age reported:. A telephone check of 23 New York agencies [that do not have cigarette accounts], each large enough to absorb a sizable cigarette account without being absorbed by it, shows there are few that would decline one.

The industry had also been doing its best—through the Tobacco Institute, which is its central trade organization and lobbying arm, in Washington—to persuade congressmen that there was nothing provably injurious about smoking cigarettes. Then, in late , the Tobacco Institute called up reinforcements, contracting for the services of the Tiderock Corporation, a sort of super-public-relations and management-consultant firm in New York.

I had an opportunity to interview Reeves on the subject of tobacco shortly after Tiderock took on the Tobacco Institute account, and although I gathered that the corporation was getting nearly half a million dollars for its services to tobacco, I never did get him to tell me exactly what it was doing for the Institute.


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The tobacco manufacturers do not claim that cigarettes do not cause cancer. They say very simply that it has not been proved that cigarettes do cause cancer. The question is still an open one. I believe that. But I happen to be a very rich man—too rich to have to sell out for money. I looked into the propaganda machine of the federal bureaucracy and what it has been doing with the facts about smoking.

For example, a study made for the Department of Health, Education, and Welfare, and published last May. Let me describe it. Volunteers are lined up. They call Mrs. And you just try to get the raw data on that study, so that competent statisticians can study it on computers. I gave a cocktail party for fifteen top doctors. These are busy men. We poured some gin into them. It was interesting to see a man who had made his fortune out of commercials that habitually conjured up the authority of medical science—doctors who were alleged to recommend Anacin most when headaches strike; eminent skin specialists who were supposed to attest to the glowing results for women who carried out the Fourteen-Day Palmolive Beauty Plan; eminent dental specialists whose studies were made to demonstrate the clear superiority of Colgate Dental Cream—suddenly fall upon the men in white and assail them as deficient in scientific rigor.

They were sent out—and paid for—by none other than the Tiderock Corporation, which, it turned out, had also paid for the newspaper ads about the article. The Tobacco Institute and its members must have spent at least a hundred and seventy-five thousand dollars on the True project.

Various complaints of unfair trade practices on the part of Tiderock, the Tobacco Institute, and the advertisements of the article were subsequently made to the Federal Trade Commission, and these resulted in an F. Field told the F. Further inquiry revealed that Field then introduced Frank to an attorney for another tobacco company, and that this attorney supplied Frank with most of the material he used in writing the True article.

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The article was circulated among four True editors, two of whom thought it should be printed. I find it completely biassed and, if actually not hogwash, pretty damn misleading. He commented:. If our old friend [name deleted in the F. The result is the purest trash—dated, biassed, and without present justification.

Tiderock and the Tobacco Institute continued relations until the end of Not unexpectedly, a number of liberal senators expressed shock at the tactics used by the Tiderock Corporation. Unfortunate as the revelations concerning the True article were for the tobacco industry, they were followed by even less welcome developments. In February, , the Federal Communications Commission issued public notice that it intended to propose a ruling to ban cigarette advertising from all radio and television broadcasts.

In taking this stand four months before the expiration date, on June 30, , of those provisions in the Cigarette Labelling and advertising Act of which prohibited the F. The tobacco-industry people were highly indignant at the F. Vincent T. And Senator Sam J. Ervin, Jr. Thus, in the struggle over cigarette advertising the lines were drawn not only between the tobacco interests and the forces convinced of the dangers cigarette smoking presented to public health, and between the broadcasting interests and the F.

Taking into account that, in addition to the F. It looked like a clear victory for the tobacco forces, except for one tactical concession—a recommendation by the committee that a stronger health warning be required on cigarette packages. Even then, certain members of the committee felt that the modified warning was too much for them. And since the warning might conceivably help in some measure to relieve the tobacco companies of liability for damages arising out of lawsuits brought by the estates of deceased smokers who died of lung cancer, the tobacco men were unworried about this concession anyway.

The tobacco lobby was under the generalship of Earle C. Clements, a former Democratic senator from Kentucky, who was then president of the Tobacco Institute. His most active aides on Capitol Hill were Horace R. The principal theme pursued by these lobbyists seemed to be that if the F. The tobacco lobbyists encouraged friends from other industries to see representatives and senators, too. The American Association of Advertising Agencies has a man sizing up the situation. The individual tobacco companies have some high-priced legal talent watching the scene.

These people know their way around Washington. The tobacco companies have other representatives here, too. Then, there are all kinds of little fellows—free-lance lobbyists who sign on for a few bucks at one time or another. And then there are various people being hired whom we may not see directly—for example, fellows taken on to write position papers for the tobacco outfits.

The tobacco people have been interested in recruiting some journalistic talent.

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