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Copyrighted Material 11321_Ander_2p_bindex.k.qxd 3/30/04 12:07 PM Page 245 INDEX Abercrombie & Fitch: Assortment, as Est position, 13 as Gap competitor, 98 Automated teller machines (ATMs), 108, private brands from, 237 212 target market for, 188 Auto sales, 116, 117, 211 Advertising: Auto Zone: in home electronics retailing, 81 earnings power of, 166 profit margins and, 58 Quick-Est positioning of, 129 retail reliance on, 52 by Target, 93 Babies “R” Us, 77 Aeropostale, 188 Baby boomers: Affluence: aging of, 183 versus low-income market, 183 children of, 186 retail attention to, 191 fashion merchandising to, 89 Amazon.com: spending patterns of, 183–184 Big-Est positioning of, 68, 70, 73–76, as target market, 28, 31, 184–186 175, 202 Baja Fresh, 190, 191. See also Wendy’s as category killer, 63 Banana Republic: Easy-Est positioning of, 233 sales at, 171 Amazon.com: Get Big Fast (Spector), 73 as spin-off, 194 American Eagle,COPYRIGHTED 98, 188 store MATERIAL locations of, 196–197 American Girl Place, 186, 187–188 target market for, 97 Ames, 174 Bankruptcy rate, 5, 165, 176 Apparel retailer. See also specific retailers Barnes & Noble: Hot-Est positioning by, 87, 97 Big-Est positioning of, 69, 70 inventory management by, 88 product selection at, 74, 175 Asset utilization, 166 Bath & Body Works, 193 245 11321_Ander_2p_bindex.k.qxd 3/30/04 10:25 AM Page 246 Index Bebe stores, 188 Burger King, 127 Bed Bath & Beyond: Business-to-business companies, 147 as category killer, 63 Buzz, in Hot-Est retailing, 94 earnings power of, 166 Bernauer, Dave, 133 Caldor, 174 Best Buy: Capital: as Big-Est competition, 78 access to, 6 as category killer, 63 venture, 169–170, 180 checkout at, 215 CarMax, 106, 108, 211 versus Incredible Universe, 79, 80 Carrefour, 210 in smaller units, 137 Catalog shopping: transformation of, 154–156 in brand extension, 194 Bezos, Jeff, 73, 74 conversion to retail store, 187 Big-Est positioning. See also specific retailers in multichannel retailing, 194, 231, 233, category killers as, 65–68 234 competition among, 173, 175 for rural customers, 174 definition of, 11, 63–64 in showrooms, 6 strategies for, 68–70 Category killers: BJ’s Wholesale Club, 54 Big-Est positioning by, 63 Blockbuster, 129 competitors of, 67–68, 173 Book retailing, 74, 174–175 for drugstores, 134 Books in Print, 74 expertise of, 70 Borders: Kmart as parent of, 59 as category killer, 59 life cycle of, 169 checkout at, 215 product clarity of, 207–208 product selection at, 74, 175 as retail trend, 65 Bose, 237 CB2, 194, 195 Bradlees, 174 Celebrity endorsements, 190 Brand equity, 56 Chain stores, failure of, 5, 6 Brand extension, 193–195. See also Cheap-Est positioning. See also specific Multichannel retailing retailers Branding: definition of, 45 control in, 236–238 operating costs and, 47, 50 in Hot-Est positioning, 87, 88, 94 Cheapness, versus value, 46 lifestyle, 157 Checkout: for middle-income appeal, 222 customer-handled, 37, 212, 214 Brick-and-mortar stores: effective, 223 versus Internet, 202 improving, 215, 218 in multichannel retailing, 194, 231 inefficient, 77, 204, 206, 214 persistence of, 180 for Quick-Est retailers, 126, Brotman, Jeff, 53 128–129 Build-A-Bear Workshop, 186–187 Chick-fil-A, 127 Builders Square: Chico’s: as category killer, 60 Hot-Est positioning of, 89 failure of, 71, 173 target market of, 185 246 11321_Ander_2p_bindex.k.qxd 3/30/04 10:25 AM Page 247 Index Chipotle Grill, 190–191 Convenience discount retailers: Choice: definition of, 192 excessive, 209–210, 221 price wars among, 202 increased, 36 Costco: Circuit City: Cheap-Est positioning of, 48, 50–57 competitiveness of, 6, 154 Est performance level of, 143–144 versus Incredible Universe, 79, 80 performance of, 56, 192 Club Libby Lu, 235 Crate & Barrel: Clutter busters, 213 brand extension by, 194, 195 Coach leather goods, 156–157, 237 Easy-Est positioning of, 106, 108 Coca-Cola, 87 lifestyle merchandising by, 107 Cocooning, 184 private brands from, 237 Commodity stores, 107 target market of, 185 Communications: Customer proposition: global, 6 Est focus on, 10 by retailers, 212–214 at Kohl’s, 218, 222 Company culture: uniqueness of, 6 Cheap-Est positioning and, 48 Customer relationship management at Target, 180 (CRM), 238 at Walgreens, 129 Customers: at Wal-Mart, 150 brand response of, 193 Competition: building relationships with, 132 for category killers, 67–68 in control, 36–39, 201–203, 206–218 comparisons with, 148–152 core, 17 Est performance level and, 145 do-it-yourself (DIY), 72, 73 Est theory to measure, 14 Est performance level and, 145 increase of, 5, 163–167, 174, 179 expectations of, 10, 16, 89, 166, 167 innovative ideas and, 180, 183 getting ahead of, 96 operating costs of, 48 for multichannel retailing, 194, 232 among top three category retailers, 173 perceptions about retailers, 68–69, Computer City, 79 147–148, 153 Concept stores: research on, 26, 148, 217 development of, 197 retailer focus on, 10, 201, 204–206, failed, as examples, 183 216, 239–240 versus flagship stores, 157 role of, 23 Consolidation: segmentation of, 193, 195, 207, 208 by dollar stores, 192 shopping behavior of, 175–176 increasing, 176 targeting, 28–33, 91, 98, 107, 145, 187 of market share, 236 trends generated by, 180–183, 188 by retailers, 167–168 as value-driven, 35–36 Consumer research, 123–124 for warehouse clubs, 51, 52, 54 Container Store: Customer service. See also Easy-Est Easy-Est positioning of, 108–111 positioning; Quick-Est positioning as employer, 112 by Amazon.com, 76 product clarity of, 207–208 definition of, 103–104 247 11321_Ander_2p_bindex.k.qxd 3/30/04 12:07 PM Page 248 Index Customer service (Continued): Dollar General: in one-to-one retailing, 75 Cheap-Est positioning of, 48 retailer understanding of, 25–28 earnings power of, 166 store layout and, 23–25, 77 Est performance level of, 146 Customization: growth of, 192 in fast food, 136 value proposition of, 47 mass, 75 Wal-Mart influence on, 230 of teddy bears, 186 Dollar stores, 192–193 CVS, 213 Dollar Tree: earnings power of, 166 Dayton Hudson Corp., 91, 92 growth of, 192 Decision making: Doolittle, Sid, 51 by customers, 212 Dot-com era, 135 strategic, 14 Drexler, Mickey, 99 Dekor, 185 Drive-through service, 127, 130–131, Demographic trends: 137, 211 in ethnicity, 189, 235 Drugstores: innovation and, 183 category killers for, 134 retailers’ response to, 30 drive-through service at, 127, 130–131, Department stores: 211 checkout at, 215 layout of, 211 choice at, 210 regional expansion of, 168 consolidation of, 168, 236 layouts of, 24–25, 108 Earnings power, 166 life cycle of, 169 Eastern Mountain Sports, 207–208 size of, 63 Easy-Est positioning. See also specific spending at, 35 retailers Digital content downloads, 137 definition of, 11, 104 Discount stores: function of, 105, 233 ascendancy of, 67, 192, 205 lifestyle merchandising in, 106–107 as Big-Est retailer competitors, eBay: 65–66 Big-Est positioning of, 202 consolidation of, 168 Cheap-Est positioning of, 49 drive-through pharmacies at, 131 as revolutionary concept, 232–233 life cycle of, 169 E-commerce: performance of, 19 as Big-Est retail competitor, 68 price wars among, 202 category merchandising in, 172 product selection at, 53, 92, 93–94 consumer empowerment through, regional, 6 212 spending at, 35–36 Est theory applied to, 13 Distribution: life cycle of, 169 efficiency of, 58 in multichannel retailing, 231–234 by Hot-Est retailers, 88 as Quick-Est retail competitor, 132 by online retailers, 68 retail innovation and, 49, 180 248 11321_Ander_2p_bindex.k.qxd 3/30/04 10:25 AM Page 249 Index Electronics stores: for Generation Y, 188–189 competition among, 154 Hot-Est positioning in, 89 national expansion of, 168 market segmentation in, 235 product selection at, 80–81 in nonapparel industries, 86 profit margin in, 156 as sales driver, 85, 88, 91 regional, 6 saturation in, 98 Energy conservation, 53 Fawlty Towers (TV program), 204 Est position. See also specific positions Federated department stores, 236 achieving, 17 Financial markets, retail life cycle and, competition for, 152–153, 169–170 174–175 Five-and-dime stores, 169 losing, 174–175 Flagship stores: performance levels of, 142–146 versus concept stores, 157 product clarity through, 208–209 expansion and, 187 purpose of, 10, 16 size of, 63 Est theory: Food Lion, 144 application of, 141–142, 147–152 Food service: brand role in, 87, 88 ethnic influence on, 190, 235 changes in, 123 innovations in, 137 for Fortune 500 companies, 14 Fortune 500 companies, Est theory introduction of, 12 applied to, 14 for online retailers, 13 Fred’s, 48 origin of, 7, 8 Fry’s, 215 results of, 17–19 Ethnicity: The Gap: increasing U.S. diversity of, 183, brand extension by, 194 189, 235 Hot-Est positioning of, 89, 97–100 Kmart appeal to, 153 as Old Navy parent, 97, 171 as retail factor, 33, 34, 190–191 private brands from, 237 Expo Design Center (Home Depot), Gas stations, 127 184, 185 General Electric, 173 Express, 193 General Motors, 116, 118, 119 Generational targeting, 187 Families: Generation Y: changing profile of, 29, 31–32 maturing of, 183 dual-income, 124 as target market, 186–189 middle-income, 219–220 Generic products, 123 Family Dollar: Genesco, 188 Cheap-Est positioning of, 48 Geographical markets: growth of, 192 competition in, 148–149, 174 F&M, 134 expansions of, 166 Fashion. See also Hot-Est positioning multiple, 234–235 designer, 95, 115 Gianulli, Mossimo, 95, 236 as Est position, 13 Gibson, William, 227 249 11321_Ander_2p_bindex.k.qxd 3/30/04 10:25 AM Page 250 Index Globalization, 169 Ikea, 6, 81 Golfsmith, 207 Income levels,
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