Chapter 12: Managing the Merchandise Planning Process Flashcards

1
Q

Define merchandise category.

A

Assortment of items that customers see as substitutes for each other.
(Products assigned to categories based on attribute differences or common buying behavior.)

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2
Q

Category Management.

A

Managing business while striving to get most sales/profits in that category (not just brand.)

Ex: Breakfast cereal category vs Kellogg’s Corn Flakes
or
Dairy Product Category vs Carnation milk brand

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3
Q

Category caption is…

A

a selected vendor responsible for managing a category.
(people that control the retailers entire category, like a vendor taking care of ALL of the breakfast cereal)

Issues: Vendor category captain may have different goals than retailer

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4
Q

2 Types of Measurements for Manager’s Performance

A

1- GMROI (Gross Margin Return on Investment)
Gross margin percent x sales-to-stock ratio
2-Inventory Turnover
(1-Gross Margin Percent) x sales-to-stock ratio

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5
Q

Purpose of managing inventory turnover.

A

Helps assess the buyer’s performance.

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6
Q

Average Inventory

A

(Month 1 + Month 2 + Month 3…)/Number of Months

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7
Q

Inventory Turnover =

A

Cost of Goods Sold/Average Inventory at Cost

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8
Q

2 Types of Merchandise Mgmt

A

1-Staple (Basic) Merchandise Categories

2-Fashion Merchandise Categories

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9
Q

Staple (Basic) Merchandise

A
  • Demand is always continuous
  • Limited new product introductions into market
  • Easy to forecast demand
  • Continuously replenished
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10
Q

Fashion Merchandise

A
  • Short demand period
  • Continous introductions of new products (think of trends) and old things become obsolete (go out of style)
  • Shoes, computer, women’s fashion
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11
Q

Merchandise Mgmt Process

3 steps

A

1-Forecasting Sales
2-Developing an assortment plan
3-Determining appropriate inventory level

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12
Q

How do you develop an accurate sales forecast?

A

Understand the nature of the PLC.
Collect enough data on product and it’s competitors.
Work with vendors to coordinate merch delivery/manufacturing dates.

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13
Q

Controllable factors affecting sales projections

A

Promotions
Store Locations
March Placement
Cannibalization (too many of your company’s stores in same locations that they eat up one another’s sales)

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14
Q

Uncontrollable factors affecting sales projections

A

Seasonality
Weather
Competitive activity (what others are doing)
Product availability (what manufacturers are able to make)
Economic conditions (in your country or necessary part giving country)

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15
Q

To forecast fashion merchandise categories you should look at…

A

Previous sales data
Market research
Vendors
Fashion/trend services

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16
Q

Define assortment plan.

A

Planning the number of different SKUs that retailer will offer in a certain merchandise category.
(Example: offers 38 different shoes within it’s women’s shoes department)

17
Q

Variety

A

(breadth) # of different merchandise categories within a store/department.

18
Q

Assortment

A

(depth) # of different SKUs within a category.

19
Q

Product availability

A

Percentage of demand for a particular SKU that is satisfied.

20
Q

Factors that determine variety and assortment

A
  • Retail Strategy of business
  • Physical size/characteristics of store
  • Merchandise that complements it
  • What size of variety and assortment will do to buying behavior
21
Q

Model Stock Plan

A

of each SKU in assortment plan buyer wants to have available to purchase in each store
*Plan for how much they want to have at replenishment times
(Macy’s has 38 boxes of that specific high heel in the back)

22
Q

Base Stock

A

Indicates desired inventory level for each SKU
-Goes up and down due to replenishment process
(want to have at least 20 pairs behind the counter of those Birkenstocks)

23
Q

Backup stock

A

Inventory needed to avoid a stockout

24
Q

What determines the amount of backup stock?

A

Demand fluctuations
Lead time for vendor deliver
Frequency of store deliveries

25
Q

Need more backup stock when…

A
  • retailer wants to give customers more availability
  • greater demand fluctuations
  • longer lead time from vendor
  • more fluctuations in lead time
  • lower vendor’s fill rate (% of complete orders received from vendor)
26
Q

3 Decisions involving allocating merchandise:

A

1-How much merchandise to allocate
2-What type of merchandise to allocate
3-When to allocate merchandise to different stores