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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
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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
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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
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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
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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
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Globalization, 169 Ikea, 6, 81 Golfsmith, 207 Income levels, growth in, 29–30 Good to Great (Collins), 8 Incredible Universe, 79–82 Graves, Michael, 94–95, 96, 236 Innovation: Great Indoors (Sears), 184–185 through brand extension, 193–195 Gross margin return on investment hot ideas behind, 180–183 (GMROI), 65 role of, 179–180, 197–198 Gymboree, 235 Internet: all-hours shopping on, 124 H&M, 6, 89 as Big-Est retail competitor, 66, 68, Harrod’s, 86 202 Home Base, 173, 185 as communication tool, 213–214 Home delivery, 135, 137 customer control and, 38, 212, 232 Home Depot: globalization due to, 169 Big-Est positioning of, 65, 70–73 for prescription drug refills, 131, 132 as category killer, 63 retail effect of, 6 competitiveness of, 6, 173, 175 Inventory management: customers of, 54 by Amazon.com, 74 Est performance level of, 144 for Big-Est retailers, 65, 66 Expo Design Center, 184, 185 in fashion merchandising, 88, 89, 93 life cycle of, 169 by Gap, 99 performance of, 19, 70, 192 by Hot Topic, 189 product clarity of, 207 by Incredible Universe, 80 self-checkout at, 212 in multichannel retailing, 234 in smaller units, 137, 196 by online retailers, 68 Home improvement: as baby boomer expenditure, 184 Jamesway, 174 category killers in, 63 Janie and Jack, 235 market dominance in, 71, 144, 173 J.C. Penney: professional market in, 54 checkout at, 215 size of market in, 65 establishing Est position for, 148–149 Hot-Est positioning. See also specific as mass merchant, 38 retailers Jenkins, George, 111, 112 customer expectations of, 89 Johnson & Murphy, 188 definition of, 11, 85 Jorndt, L. Daniel, 134 function of, 86–88 Journeys store chain, 188 independent bookstores as, 175 Hot Topic: Kashuk, Sonia, 95 Hot-Est positioning of, 89, 90 Kiddie City, 77 product clarity of, 207–208 Kids “R” Us, 77, 78 target market for, 188–189 Kinko’s, 129 Hot Zone, 180–183 Kmart: House-2-Home (Home Base), 185 bankruptcy of, 5, 6, 59, 60 Hypermarkets, 210 as Big-Est competition, 78
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Cheap-Est positioning of, 57–60 strip, 129 competitors of, 153, 173 teen appeal of, 186, 188 as discount leader, 50, 192 Margin: former dominance of, 167 in Hot-Est businesses, 87 life cycle of, 169 versus inventory turnover, 65 Knockoff merchandise, 93 maximizing, 51 Kohl’s: as measure of profitability, 166 choice offered by, 210 versus quality, 56 customer in control at, 218–224 Marketing: earnings power of, 166 by Abercrombie & Fitch, 188 Easy-Est positioning of, 59, 108 by Target, 93, 96 performance of, 19, 219 Market niches: Kozmo.com, 135–136 identifying, 14, 235 Kresge family, 92 for innovative concepts, 183 Krispy Kreme, 85–86 Market oligopoly, 196 Kroc, Ray, 136 Market share: Kroger, 166 consolidation in, 236 dominance in, 167, 168 Land of Nod catalog, 194, 195 Mass customization, 75 Lands’ End, 196, 233 Mattel, 187 Lange, Liz, 95 McDonald’s: Leonard, Stew, 150 Chipotle Grill owned by, 190 Lifestyle merchandising, 69, 106–107 communications by, 213 The Limited, 193–194 drive-through service at, 127 Limited Too, 193, 194 Quick-Est positioning of, 125, Location. See also Geographical markets 136–137, 208 convenient, 8–9, 126 McLaughlin, Betsy, 188, 189 customer-oriented, 38, 124, 196–197 McMillan, Norm, 12, 92, 227 of Quick-Est retailers, 132 McMillan|Doolittle: stand-alone versus mall, 130, 221 practical approach of, 228 urban, 137, 234 retail analysis by, 7 Lowe’s: retail concept launches by, 82 Big-Est positioning of, 65, 70–73 retail consolidation tracked by, 167 competitiveness of, 6, 173 Menards, 173 earnings power of, 166 Merchandise category: Low-income market: comparison with competition in, versus affluent market, 183 148–149 retail potential in, 191–193 management of, 238 Loyalty-card programs, 211 stores arranged by, 106–107 Merchandise returns: Malls: for catalog customers, 167 declining popularity of, 35 handling area for, 215, 223 specialty stores in, 166 at home improvement stores, versus stand-alone stores, 130, 221 185
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Merchandising: Otasco (Oklahoma Tire and Supply lifestyle versus category, 69, 106–107 Company), 174 retailer-oriented, 38 by Target, 96 Pacific Sunwear, 166 Microkillers, versus category killers, 67–68 Parker, Sarah Jessica, 94 Mish Mash, 193 Pavilions supermarkets: Mizrahi, Isaac, 95, 236 Est theory applied to, 15–16 Mobil: Hot-Est positioning by, 86 Quick-Est positioning of, 129 PB Teen, 233 SpeedPass, 127–128 Peddlers, as retail format, 169 Mom-and-pop stores: Pei Wei, 190 advantages of, 144 Pep Boys, 67 life cycle of, 169 Personalization, 187. See also Customization Montgomery Ward: Pets.com, 171–172 competitiveness of, 9–10 PetsMart: failure of, 152, 173 Big-Est positioning of, 69, 70 former dominance of, 167 as category killer, 63 lack of innovation at, 197 Pet supply stores, 66, 171–172 Multichannel retailing, 231–234 Phar-Mor, 134, 210 as brand extension, 193–195 Photo processing, as customer service, 133–134 Neighborhood Market (Wal-Mart), 127, Pick up Stix, 190 196, 197, 229 Pier One, 207–208 Neiman Marcus, 47 Population (U.S.), aging of, 30–31 Noodle Kidoodle, 77 Pottery Barn: Nordstrom: brand extension by, 194, 233 customer service at, 107, 115 Easy-Est positioning of, 106, 108 Easy-Est positioning of, 106, 114–116 lifestyle merchandising by, 107 Office Depot, 69 multichannel retailing by, 194, 233 OfficeMax: private brands from, 237 as category killer, 67 target market of, 185 ranking of, 173 Price. See also Cheap-Est positioning Oldham, Todd, 95 competition on, 202 Old Navy: as customer driver, 36, 146 growth of, 97 determining, 238 life cycle of, 170–171 as Est position, 13 as spin-off, 194 high-low, 58–59 On an Average Day (Heymann), 214 instant updates of, 239 One-to-one retail, 75 profit margin and, 55 Operating costs: Price, Sol, 50, 52 low prices and, 47–48 Price Club, 50, 51, 52 for warehouse clubs, 53 Private-label brands: Operating hours, 133 at Costco, 54, 56 Order handling, 126 in department stores, 24, 236
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at Dollar General, 146 purpose of, 12, 125 versus generics, 123 self-checkout as, 128–129 at Kohl’s, 220 margins on, 237 Radio frequency identification (RFID), Productivity: 128–129, 238 increasing, 204, 206 RadioShack: measuring, 65, 205, 239 difficulties of, 79 versus profitability, 165 private brands from, 237 Product selection: Ralph Lauren, 237 arrangement of, 69, 115 Real estate development, saturation in, at Big-Est retailers, 64, 65, 79–80 164–165 at bookstores, 74, 174–175 Red Box vending machines, 137 customer experience and, 27, 203, REI, 208 206 Retail concepts: at department stores, 210, 220 bricks-and-clicks, 132, 232 from designers, 94–95, 236 development of, 168–169 at discount stores, 53, 92 innovative, 183, 197–198 at home electronics stores, 154–155 narrow, 187 for lifestyle merchandising, 107 successful, 81–82 at supercenters, 67 Retailers: at supermarkets, 53, 166 Black Hole for, 5, 17, 81, 240 tracking for, 238 as brand marketers, 237 Profitability: communications by, 212–214 advertising and, 58 competitive comparisons of, 147–152 brand effect on, 236 consolidation by, 167–168 of dollar stores, 192 customer focus of, 10, 201, 204–206, drive-through service and, 130 216, 239–240 increasing, 55 customer research by, 26, 148, 217 innovation and, 182 employees of, 112–113, 205, 218 in modern retail era, 38 entertainment-focused, 13, 202 versus productivity, 165 innovation by, 179–183 store location density and, 133 intelligent loss of sales by, 52, 54 Profit sharing, 57 life cycle of, 168–173, 187 Publix supermarkets, 108, 111–115 location of (see Location) mission of, 96 Quality: multichannel, 194, 231–234 in Est theory, 87–88 multiformats for, 234–235 versus margin, 56 operating hours for, 133 Quick-Est positioning. See also specific performance of, 18–19, 143–146 retailers productivity of, 165, 204–206 definition of, 11 role of change for, 153 drive-through service as, 127–128 technology use by, 238–239 function of, 126 as trend conductors, 88 location of, 129–130 value proposition of, 207–209
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Retailers (Continued): Service Merchandise, 152 Wal-Mart influence on, 228–230 Sharper Image: winning as, 147 private brands from, 237 Retail inflection point, 6, 79, 152 Shoplifting (shrink): Retail space, amount of, 164–165, 167 reducing, 53 Rocket (London food service), 137 store layout and, 77 Ross Stores, 166 Shopping: from catalogs, 174 Safeway, 166 choice in, 36, 209–210 Saks, 235 customer behavior in, 175–176 Salespeople: ease of, 104, 126 for automobiles, 116, 117, 211 efficiency in, 201, 203, 206–218 customer service and, 27–28, 108, 110 methods of, 37 for home electronics retailers, 154 one-stop, 67, 68 insufficient, 204 popularity of, 34–35 at Nordstrom, 106, 115 time factor in, 124 performance measures for, 205 Signage: qualities wanted in, 203 in department stores, 24, 222 Sam’s Club: impact on customer, 153 versus Costco, 54, 56 role of, 27, 126, 212–213 as Wal-Mart concept, 197 Sinegal, Jim, 50, 53, 55 Sara Lee, 156 Solution-oriented service. See also Easy- Saturn, 106, 116–119 Est positioning Scott, H. Lee, 150 as Est position, 13 Sears: versus speed-oriented service, 104, checkout at, 215–216, 217 125 competitors of, 148 Specialty stores: establishing Est position for, 149 advantages of, 67 former dominance of, 167 customer expectations and, 166 Great Indoors, 184–185 Speed-oriented service. See also Quick-Est lack of clarity at, 208–209 positioning lack of innovation at, 197 as Est position, 13 as mass merchant, 38 versus solution-oriented service, 104, multichannel retailing by, 233–234 125 Segal, Gordon, 195 Sporting goods stores, 168 Self-service: Sports Authority, 59, 67 in checkout, 37, 128, 214 Staples, 63 as customer benefit, 108, 222 Starbucks: at gas pumps, 127–128 drive-through service at, 127 technology for, 212, 239 Hot-Est positioning of, 90 trend toward, 211 Starck, Phillipe, 95, 96 Service. See Customer service; Solution- Stockkeeping units (SKUs), 53, 166 oriented service; Speed-oriented Stop & Shop, 128 service Storch, Gerald, 90, 91
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Store layouts: Technology: to control shopping, 211 as customer service enhancement, 108 in department stores, 24–25, 108 Kmart use of, 58 for Hot-Est retailers, 89, 93 retail applications for, 238–239 inconvenient, 77, 204 for supply chain tracking, 128 racetrack, 221 Walgreens use of, 131 shopper-friendly, 27, 115 Terrorist attacks (9/11/01), retail effect of, in supermarkets, 25 189 Strip malls, 129 Tesco, 239 Supercenters: Tiffany, 87–88 ascendancy of, 67 Time saving, as customer driver, 67, 69, in book retailing, 175 124–126, 137, 203 drawbacks of, 196 Torrid, 189, 194 as growth engine, 197 Toys “R” Us: in home improvement, 184 Big-Est positioning of, 64–65, 68, 69 life cycle of, 229 as category killer, 63, 67, 76 product selection at, 166 competitiveness of, 6, 77–79, 175 by Target, 96 Est performance level of, 144 Supermarkets: lack of innovation at, 197 competition for, 37, 175 life cycle of, 169 drive-through pharmacies at, 127, 131 product clarity of, 207 layouts of, 25 Trader Joe’s, 48 loyalty-card programs at, 211 Trend spotting: product selection at, 53, 166 future importance of, 227–228 SuperTarget stores, 95–96 by Gap, 98–99 Supply chain: by Hot Topic, 189 changing roles in, 235–238 responding to, 175, 180–183 in Hot-Est retail, 89 by Target, 92 tracking in, 128 Tuesday Morning, 166
Tandy Corp. (RadioShack Corp.), 79, 80, 81 Value: Target: versus cheapness, 46 as Big-Est competition, 65–66, 67, 78 as customer driver, 35–36 brands offered by, 236, 237 at dollar stores, 193 communications by, 213 as Est position, 47 as discount leader, 192 Value proposition: earnings power of, 166 communicating, 55, 207 Est theory applied to, 15 creating, 46 Hot-Est positioning of, 90–96, 153, 230 through Est position, 208 innovation by, 180–181 Variety stores, 6, 169 as Kmart competitor, 58, 60 Venture, 174 life cycle of, 169 Venture capital: market share of, 174 for e-commerce, 180 performance of, 19, 91 retail life cycle and, 169–170
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Victoria’s Secret, 193 Warehouse clubs. See also specific clubs Voice-mail systems, 206, 218 Cheap-Est positioning by, 50–53 Vons supermarkets, 15, 16, 86 price wars among, 202 Warehouse stores, 106–107 Walgreens: Warner Brothers retail stores, 13 drive-through service at, 211 Web site: earnings power of, 166 in brand extension, 194 performance of, 19, 130 functionality of, 74–75 Quick-Est positioning of, 125, in multichannel retailing, 233 129–134 role of, 180 Wal-Mart: Wedo, 65 ascendancy of, 30, 90 Wendy’s: as Big-Est competition, 65–66, 67, 78 Baja Fresh owned by, 191 branded products at, 237 drive-through service at, 127 Cheap-Est positioning of, 10–11, 49, Quick-Est positioning of, 208 153, 208, 230 West Elm stores, 194, 233 concept innovation by, 127, 196, 197 Western Auto, 174 versus Costco, 53–54 Wet Seal, 98, 188 culture at, 150 Whole Foods: as discount leader, 50, 192 earnings power of, 166 earnings power of, 166 Hot-Est positioning of, 89–90, 230 Est performance level of, 143, 144 product clarity of, 207–208 grocery sales by, 96, 175 Williams-Sonoma, 194–195 influence of, 228–230 Women: versus Kmart, 57–60 in home improvement market, 73 labor practices of, 230 in workforce, 32–33, 124 life cycle of, 169 Woods, Tiger, 190 market share of, 6, 174 operating costs of, 48 Youth culture, 185, 188 performance of, 19, 181, 192, 205, 229 Zany Brainy: signage used by, 212–213 as microkiller, 67 in smaller units, 137, 196 versus Toys “R” Us, 77 suppliers to, 236 Zara, 6, 89 technology use by, 239 Zone-focus approach to customer Walton, Sam, 11, 48, 57, 92, 150 efficiency, 217
256