Self-checkout is negative because more and more retailers are losing the personal touch. People want to do business where people know their name and communicate with them. With a world full of email and more self-service we will begin to start seeking out the basics from retailers who create emotion. There is not emotion out of self-service and most people buy out of emotion.
The typical industry approach is [retailers] to treat vendors like the enemy... If vendors can't make a profit then they don't have money to invest in research and development, which in turn means that the products they bring to the market will be less inspiring to customers, which in turn detriments the retailer's business because customers aren't inspired to buy. People want to cut costs and negotiate aggressively because there's a limited amount of profit to be shared by both sides. As a result of this "death spiral", most retailers fail.
The first people to get the new money are the counterfeiters, which they use to buy various goods and services. The second receivers of the new money are the retailers who sell those goods to the counterfeiters. And on and on the new money ripples out through the system, going from one pocket or till to another. As it does so, there is an immediate redistribution effect. For first the counterfeiters, then the retailers, etc. have new money and monetary income they use to bid up goods and services, increasing their demand and raising the prices of the goods that they purchase. But as prices of goods begin to rise in response to the higher quantity of money, those who haven't yet received the new money find the prices of the goods they buy have gone up, while their own selling prices or incomes have not risen. In short, the early receivers of the new money in this market chain of events gain at the expense of those who receive the money toward the end of the chain, and still worse losers are the people (e.g., those on fixed incomes such as annuities, interest, or pensions) who never receive the new money at all.
Murray N. Rothbard
I think from the dealers standpoint, the bottom line is that its nothing they're happy about. For the retailers here in Vermont, it's just about their cost. Their cost at the terminals is going up. I mean all you have to do is read the paper or look at the wires, and globally we're at a position where the demand for fuel keeps growing.
When we look at the investment decisions into the city of Compton, the small business community and global corporations and retailers and all of those types of services that decide to come into the community to serve it, they look at the perception, how does the brand work with the local community.
We've got over 1 million merchants who have claimed their businesses on Foursquare, running specials and doing other things. What we want to do is take these tools used by the 50-100 national retailers and make them accessible to our 1 million merchants. Then you've got something really powerful.
There are lots of retailers that are now scrambling to emulate the Amazon model, so Amazon does not have a monopoly on same-day distribution or broad selection or low prices. All that said, there are advantages that accrue to the largest player, so I don't see much in the way of Amazon slowing down.
My role as the chair of the fashion department at Parsons put me face to face with all the big designers, retailers, and editors. Since I was moving in these new circles regularly, I realized I needed to do something about my own personal style. It was really Diane von Furstenberg who gave me the nudge.
I want to make the IKEA of clothes for fat girls and boys. Cheap, affordable, basic - but ethically made. Basics, you know? Like Spanx - I'm still confused as to why retailers haven't ripped them off yet and done it well. It's because they don't understand the basics behind it. I love Spanx. I'm wearing 'em right now!
Don't deal bitterly with the enemy you see. Deal with the greater enemy that sent your enemy to you. If you focus on dealing with the "retailer", remember that the "producer" can employ more "retailers" and what that means is that your life business will redefine you as "dealer of enemies". Satan is behind the plot!
When I returned as CEO in 2008, Starbucks had forgotten that meaningful innovations balance an organization's heritage with modern-day relevance and market differentiation, so we had to reorient. In one brainstorming session, we visited and observed great retailers, then asked ourselves, 'If Starbucks did not exist, what type of coffee experience would we create?
We economists don't know much, but we do know how to create a shortage. If you want to create a shortage of tomatoes, for example, just pass a law that retailers can't sell tomatoes for more than two cents per pound. Instantly you'll have a tomato shortage. It's the same with oil or gas.
Ibotta represents the future of how mobile technology will be used to drive both in-store and online sales. Not only does Ibotta allow retailers to drive sales directly in store, but it also allows them to see what type of media engagement has the largest effect on resulting customer purchases.
James H. Clark
The starting point for 'discounts' may be the manufacturer's suggested retail price (MSRP), an arbitrarily high price that no one will ever pay. By crossing out the high MSRP, retailers are handing shoppers a psychological victory that will make them feel good about the purchase, even if the discounted price is still expensive.
Bad facts make bad law, and people who write bad laws are in my opinion more dangerous than songwriters who celebrate sexuality. Freedom of speech, freedom of religious thought, and the right to due process for composers, performers and retailers are imperiled if the PMRC and the major labels consummate this nasty bargain.
On Amazon, you find retailers that want Amazon to do part of their services. Those, you don't find to the same degree on Google Shopping. On Google Shopping, you find sort of the bigger brands, those who want to have the customer relationship themselves - the data, the payment details, the search patterns.
Which is the healthier kind of literary diversity: an un-gate-kept self-published book world, run substantially through Amazon? Or our current book world, which is part-gate-kept, part-not, with many different publishers and retailers and platforms? I'm not smart enough to figure it out, but if I had to guess I'd guess the latter.
My relationship with brick-and-mortar shopping is, in general, unpleasant. I can't remember a time in my life when I could go to a physical store and find a variety of things in my size that excited me and fit my personal style. As a plus-size shopper at a typical mall, you're limited to at most five stores out of maybe 50 clothing retailers. That leaves us with very few options and, for people on a tight budget, pretty much no chance of comparison shopping. You take what you can get.
When the price of coal falls because production has increased while demand has remained unaltered, then, for example, those retailers are involved who have taken supplies from the wholesale dealers at the old higher price but are now able to dispose of them only at the new and lower price. But this alone will not account for all the social changes brought about by the increase of production of coal. The increase in the supply of coal will have improved the economic position of the community.
Ludwig von Mises
As a result of these news stories, millions of people must have become aware of "niggardly, " who otherwise would never have heard it, let alone thought to use it. If this is right, and the word has a new currency, it is probably not the currency I would wish for. The word's new lease of life is probably among manufacturers and retailers of sophomoric humor. I bet that even as I write, some adolescent boys, in the stairwell of some high school somewhere in America, are accusing each other of being niggardly, and sniggering at their own outrageous wit. I bet ... Wait a minute. Sniggering? Oh, my God ...
Since the Kingstonfirst BID started in January 2005, retailers have enjoyed three years of impressive sales growth, which has taken many of us to the top of our peer group. The BID period has also seen Kingston rise to 12th place according to Experian, and 13th place according to the Javelin Venuescore, in their respective retail super leagues of UK town and city centres. I am confident the platform that our BID provides will allow us to continue to maintain Kingston as the place that people love to shop and visit.