We are supporting the latest issue of Smith Journal with placement in three locations in-store including this placement with men’s magazines. We have found the best way to cut through with this title is to show off the full cover in this type of wide placement. It’s eye-catching without needing to be dressed up with anything more. Smith Journal appeals to an important demographic for us.
There are loyalty programs and then there are loyalty programs. The former are more about collecting shopper data than offering a reward for loyalty. The latter are about getting shoppers to act in an above-average way – rewarding you business in return for you rewarding them.
It’s easy to accrue points on purchase … what are you doing with them?
It’s easy to let a lucky customer win a prize … how do other customers feel?
Before you start with a loyalty program, work out the sort of program you want. This means working out the outcome for your business. It should be to drive sales and achieve a higher sales efficiency from your customers. If this is the case, then your loyalty program has to relentlessly target these goals.
In my experience working with a broad range of programs – at the single store as well as networked group levels – programs operating at the single store level work best. They drive loyalty to your business. Next, programs that reward shoppers and encourage them to return sooner work a treat.
Setting up and managing a loyalty program takes time to get right for your business. Invest in this and the rewards should be good.
In my newsagencies at the moment I am trialling three different programs to see which best achieves my goal of bringing shoppers back in sooner. As with any loyalty program tracking shopper engagement using the newsagency software is the key … tracking, reporting, tweaking.
This is pretty basic really. Management 101. But I have to ask everyone who manages a newsagency: do you start your day with a to do list? My follow-up questions is: do you check that you’ve completed everything?
I am sometimes surprised at how much management time is spent running a newsagency. It’s usually considerably more that a chain store (or department) of a similar revenue size. I’ve noticed in some newsagencies where there is way more management time spent that I;d expect – there is no plan for the day, week or month, no to-do list. Days happy … they’re always busy … I am told. But I am also told that they don’t get to important projects because there is no time.
Time availability is a function of how you manage it.
I start every day with a to-do list. Always have.
A colleague sent me the link to a very funny video about paper not being dead. Watch it here: http://vimeo.com/61275290
I have been doing some work with newsagents recently on labour cost and comparing revenue per employee to gauge the roster efficiency, or otherwise, of a newsagency.
Revenue per employee is a good metric to compare as long as you agree on some common rules. For example, I don’t include hours or revenue for non directly retail related activity, I add up all hours worked for a year and divide by 38 to get to employee years and I include commission only on agency lines.
I have seen newsagencies with annual revenue per employee as low as $98,000 and others with annual revenue per employee as high as $304,000. In one of my newsagencies for which I have done the calculation the figure is $246,000 per employee per year. This is a retail only newsagency with what I’d consider to be a lean roster. However, we are into growth in gross profit.
Comparing newsagencies demands that the businesses are similar and this is becoming more of a challenge as our channel evolves and diversifies. For example, a newsagency with a higher than average GP could sustain a lower per employee revenue figure. This is why annual GP per employee is probably a better measure.
I’d love newsagents to share their annual revenue per employee figures here. Just calculating it is instructive and eye-opening. Working on it by trimming the roster and or driving sales is the essential challenge. I’d love people to share their number so we can get a feel for the range in the channel.
This is not a competition, not at all. It’s a KPI we need to each be aware of for our respective businesses and to drive – for our future. Sharing can be motivating.
Check out revenue per employee data from the US National Retail Federation from 2010.
It’s interesting to see the media companies get into a lather about the possibility of more regulation when some of these companies have refused to give newsagents an operational environment of less regulation. They have self determination today and reject the creation of a new office to advocate public interest yet they have been happy to leave us in a high regulated state with little control and a model that is competitively disadvantageous to most we compete with.
We have expanded our range of inspirational gifts and homewares and are thrilled with the result. Shoppers are commenting and buying! What is interesting is that the customers span generations. We had assumed these would be purchased mainly by older shoppers but have been surprised that people as low as their early twenties purchase these – for themselves and older people. We need to stop assuming how our customers will behave.
I like that there is an Easter themed issue of the Cake Decorating partwork. This is an excellent opportunity for impulse purchases. We have copies located with our Easter display and placement in the usual location for this popular partwork.
Someone here mentioned supermarkets and planagrams to guide product placement. here’s a photo showing what the engaged team at one of my newsagencies has had in place for ensuring correct placement of titles. This is in a store with all new staff – the backing cards have helped guide accurate placement and show customers where a title would be if we had it in stock – when we’ve sold out.
Click on the image for a larger version.
Gotch sent us these four gluten free cookbooks in January. They all failed to sell. What is frustrating that we were sent some of the titles twice. even more frustrating is that Gotch has not sent us some titles that could sell. How they work out what we should and should not get is beyond me – clearly it is not based on data they should have about what would work for us. It feels like some scale out decisions are based purely on moving stock from a warehouse to another location – even if temporarily.
This is what we need the ACCC to look at. They oversaw the deregulation that left us with a magazine distribution model that makes newsagents less competitive.
The NRL branded Beanie Kids are selling in Victoria and we’re shocked – when we should not be of course!
We have customers purchasing these as gifts for friends interstate and we have some purchasing them as they do follow NRL. Either way, we’re happy to have the range and to be in a position to use them as a traffic generator.
We have the AFL and NRL stands next to each other on the lease line facing into the shopping mall, next to our broader plush display.
The experience is a reminder: you / not your / our customer … risks can pay off … having a unique product generates excellent word of mouth and additional traffic.
The new David Bowie album is getting plenty of media attention and that should drive interest in the latest issue of Rolling Stone. This is a good reason for newsagents to promote it with the full face on show. We are going run it with the newspapers at the weekend as the shoppers we see then are Bowie fans – in our heads at least.
Boxwrap took to Twitter today to announce a deal to sell their Boxwrap cigarette packet covers through Newspower newsagencies. To me, it’s an odd move since sales data is showing no upside for tobacco products. More newsagents are getting out of the category.
It’s terrific that the Vogue website lists newsagents stocking the Vogue limited edition box. It’s disappointing the list is in PDF form. The better approach would be to make the list available via a postcode search. That said, any list of newsagent stockists is better than none.
A deep discount shop near one of my newsagency appears to be having trouble selling their Easter cards. The have upped the ante from one dollar a card to now offering three for two dollars. In the meantime, our Easter card sales are on track to deliver 15% year on year growth off a good base from 2012.
While it’s annoying to see these cheap product shops in what is otherwise a premium shopping centre, I do understand that they attract a different shopper who is loyal only to price. In other words, not that loyal at all. We has shoppers coming back to us for easter cards because of our range and the exceptional customer service – we have several instances of this very specific feedback. These customers, returning because of an experience they love, are more valuable than someone going back to the deep discount shop to purchase a $1 card.
I talk to many newsagents who feel they have to compete in this cheap card space. While I tried this ten or twelve years ago, I am glad I stopped confusing my shoppers and offering cheap product in a quality service based business. Today I don’t try and compete on price as I see it as confusing my shoppers.
I make more from one Easter card than what my deep discount competitor makes from twelve cards. I am glad to be in my position compared to theirs.
Check out the e-cigarettes a colleague saw on the counter of a tobacco retailer in Clayfield Queensland recently. They are at a good price point and certain to interest some shoppers. There are now many brands of e-cigarettes available in Australia.
Had these e-cigarettes on his counter. As you can see from the display they are priced a lot cheaper than a standard pack at just under $20 and they do not take up a lot of room either.
A colleague from one of my shops was in the bank earlier this week and someone there was ‘smoking’ an electronic cigarette. While he was getting glances, no one challenged him.
I love the display and tactical placement promoting the launch issue of RB7 created by the team at one of my stores. With partworks this year accounting for more than 10% of magazine sales and attracting new traffic and with the grand prix in town it makes sense to jump on this opportunity.
This is a simple yet effective display in the right location to drive maximum commercial benefit for us. It helps that it has a local connection.
In addition to the usual placement of the title, we have been promoting the latest issue of Zoo at the counter with other AFL titles. This is where we expect to grab impulse purchases. It’s discounted this week – giving an added reason for shoppers to check it out.
While I think the attraction of the Logies continues to fade, certainly in my circles, we are still promoting the connection with TV Week in-store with this in-location positioning at the entrance to our women’s magazine aisle. We will leave this up all week and tap into other Logie promotions in the coming weeks.
I am offended by the front page of The Daily Telegraph today. That they are using their newspaper to run a commercially interested political agenda with little regard for facts is bad enough but to suggest Stephen Conroy is the same as Robert Mugabe, Stalin and others is offensive. It is evidence of the lengths to which News will go to get its own way. News can’t be objective on this issue so they have tossed out even trying to look objective.
The sad thing is that so many people rely on The Daily Telegraph for their news … and they vote. The role of a newspaper is to report news, not seek to influence public opinion based on mistruths.
The kind of bias demonstrated by The Daily Telegraph reminds me of media coverage I have seen in government controlled media in China and Vietnam in the last year.
For a more balanced perspective on the issue, check out an excellent piece at The Conversation by Martin Hurst from Deakin University.
Newsagents who took on the Naplan educational book range from book distributor Hinkler have been surprised to see the same range at Woolworths check-outs at a 10% discount.
Had they been told Woolworths would stock the Naplan books, newsagents I have spoken with have told me that they would not have taken on the product. It’s my view that Hinkler has disrespected newsagents by not disclosing the Woolworths move.
As Australia’s supermarket duopoly push more into our space – and they will – suppliers to newsagents who also supply the supermarkets need to be up front with us about their arrangements and plans with supermarkets. To sell to newsagents without disclosure will see their products dumped and, sometimes, alternative products sourced.
Our channel is different to supermarkets. We offer a value-based service whereas the supermarkets usually only compete on price. In pursuing their price strategy they disrespect brands. Suppliers who care about their brands will focus more on newsagents and less on supermarkets.
Yes, we attract different shoppers, but they are not ad different between newsagents and supermarkets as they are, for example, between newsagents and deep discount stores.
What Hinkler has done to newsagents with this Naplan range sucks.
I deliberately placed this timber sign: Teaching – not in it for the income in it for the outcome – at the front of the placement of these signs because it’s how I feel about teachers and because for two years now the Liberal state government in Victoria has failed to deliver on their promise. Ted Baillieu said he’d make Victorian teachers the best paid in the country and for two years he has welched on that promise. So I was happy to use this sign as the lead in our refresh of this homewares range.
I like being able to place product to make a statement. But I also like selling products with an optimistic message as this whole homewares range has. The optimism in the text of the range gives the shop and optimistic feel.
The Australian Financial Review is the newspaper I am most likely to purchase if I purchase a newspaper. As I have mentioned here before, it’s the most on-target and consistent newspaper I’ve seen. So, I was keen to see the new look product.
I’m impressed. The redesign has resulted in a better product. To me, it feels more substantial – less like a daily newspaper and more considered.
Given that I can and do access my news via digital platforms, I find myself looking to print based product for analysis and opinion I can’t digest on the fly. The re-design of the AFR feels like these are more in focus. It’s a good looking product.
I am happy to see Fairfax investing in its print product. The extent of their investment across three mastheads in recent weeks should encourage all of us who derive income from selling them.
Every so often an issue of Quarterly Essay comes along with the perfect feature to promote at the counter or with newspapers. The latest issue warrants such support. Political junkies will want to read Not dead yet by Mark Latham. But they probably won’t come in looking for it – hence the prompt to place with newspapers or at the counter. This is a magazine issue to chase sales for. Mark Latham is getting plenty of media coverage this week – this will be top of mind for many shoppers.
I was in a department store recently and noticed these colourful shoelaces at the counter of the shirt department. The placement struck me as odd and then i realised it was genuis. Give the customers the unexpected and they will notice it more.
Many newsagencies offer the same at the counter, maybe so much so that it’s noticed that much. What if you tried something completely different, ridiculous even? maybe it would be notices and purchased. There is only one way to find out.
We often complain that customer are store blind in our shops – maybe we make them so by not being creative in our displays and placement.