Sentences with phrase «consumer retail strategy»

EE is looking to pull out of its partnership with Carphone Warehouse, with a decision to be reached following a review of its consumer retail strategy.

Not exact matches

Going forward, Under Armour plans to respond by focusing more on direct - to - consumer retail — a strategy Nike is also pursuing — and finding other places to sell its apparel and footwear, like Kohl's (kss).

It's improved its supply - chain management and revamped its retail strategy; direct - to - consumer sales account for 43 % of its business.

Meanwhile, retailers can access information about in - store consumer behavior, and adjust their brick - and - mortar strategies accordingly.

«Despite facing a truncated holiday season, severe weather, and shaky consumer confidence, retailers rose to the challenge and executed their strategies with proven success,» NRF President and CEO Matthew Shay said.

The firm's efficient distribution of off - price luxury brands to value conscious consumers has proven to be a resilient strategy during the current period of retail disruption.

Some investors are reacting to this slump by focusing on domestic consumer stocks, but sluggish retail sales over the past few months are calling this strategy into question.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

However, even this strategy has skeptics.324 While established brick - and - mortar retailers like Target have tried to lure online consumers through discounts and low delivery costs, 325 Amazon remains the major online seller of baby products.326 Although Amazon established its dominance in this market through aggressive price cutting and selling steeply at a loss, its actions have not triggered predatory pricing claims.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

The firm plans to prove its strategy of investing in consumer retail and finding brands that have a strong customer base.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

The strength of our brand, an unparalleled connection with our consumers and the continuation of investments in our fastest growing businesses — footwear, international and direct - to - consumer — give us great confidence in our ability to navigate the current retail environment, execute against our long - term growth strategy and create value to our shareholders.

- Packaging companies and retailers seek the latest information on consumer trends and opportunities to formulate their sales and marketing strategies.

CrossFit saw a boom in affiliated «boxes» (franchise gyms) in 2008, and since then, numerous food and beverage brands including RX Bar, FitAid, Kill Cliff and snack brand Lesser Evil have focused their product innovation, retail strategies and brand ambassador partnerships to appeal to this consumer segment.

Investing hundreds of millions of dollars into reducing grocery prices was «OK» if it was part of a strategy to reaffirm a retailer's offer to consumers and re-establish its competitive strengths.

To better understand changing consumer purchasing habits and opportunities at retail and online, we've enlisted the help of natural and organic products retail, distribution and brand experts to share actionable insights and tactics to help inform individual channel strategies.

TricorBraun today released a new report detailing the top consumer and retail trends consumer packaged goods (CPG) brand owners need to know when developing an ecommerce packaging strategy

The Australian Food & Grocery Council has dismissed suggestions that consumers are embracing retailers» private label strategies and favouring home brands over branded goods.

One of the primary initiatives within the strategy is the establishment of a partnership with actors from all parts of the food value chain — from agriculture to industry, retail, commercial kitchens and consumer organizations, in all 29 partners.

Retail Market Analysis and Positioning Strategy (2009)(view here): Provides a thorough report of the structure of the program, detail information about several consumer groups, as well as a «road map» of recommendations for implementing the program.

As consumers shop more using the Internet and cell phones, retailers must adjust their marketing strategies to reach these consumers.

San Diego, CA About Blog CPC Strategy is a retail - focused Search agency that uses a proprietary Search optimization process to drive conversions by matching inventory with consumer intent.

There are diverse sessions providing industry insight into consumer buying habits, the latest trends and technologies and practical retail marketing strategies that produce results.

Beyond this monetary harm to consumers, Defendants» agreement has prevented e-book retailers from experimenting with innovative pricing strategies that could efficiently respond to consumer demand.

The needs, goals, and strategies in the library marketplace will continue to differ greatly from the consumer retail marketplace.

This is a trade publishing strategy and tactics conference for consumer publishing executives, agents, retailers (and those who wish to do business with them).

In the final section of the book, Ariely details strategies that consumers can use to fight back against their own natural tendencies and against retailers.

Previously at Putnam, Mr. Scanlon served as a Portfolio Manager of non-cyclical credit sector strategies and as an Analyst covering the health care, consumer, and retail sectors.

But while consumers have witnessed musical chairs by banks and retailers, they seem to be taking it in stride, said Scott Robinson, vice-president design and strategy at Bond Brand Loyalty.

Based on my readings so far, I understand that this company is poised in the good position to tap massive consumer savings with its vast retail distribution & marketing strategy in mutual fund and insurance business.

Effective merchandising requires that retailers understand the factors impacting consumer demand in the category, and then employ a few well - thought out merchandising strategies.

Feeding Customers Information With so many advancements in the world of pet feeders and fountains, industry experts emphasize the importance of consumer education to retailers as part of their marketing and sales strategy.

According to guest blogger John Cullen, pet product manufacturers can not win consumer — and retailer — loyalty without a good branding strategy.

Instead, retailers should be focused on consistently engaging consumers throughout the holidays with a merchandising strategy that emphasizes the experience that can be found within the store, rather than promoting special deals to draw more foot traffic.

Amazon is not a platform that promotes brand storytelling, so our strategy is to «invest» in pet specialty brick - and - mortar retailers who can help us build brand awareness and who can educate consumers about our premium - quality American - made products.

His career has spanned industries (including aerospace, wine and spirits, consumer products, retail, pulp and paper and consulting) and roles (operations, supply chain, finance and strategy).

With all that is going on in the marketplace, from the growing power of Internet retailing to dramatically changing consumer purchasing patterns, all retailers must be ready to explore new strategies in order to thrive and survive in the future.

Hackett adds that a good product categorizing tool which defines important similarities and points of differentiation will help a retailer in the following ways: • Determine which items fall into the good, better, and best within each category and sub - category • Develop guidelines for choosing new products to add to their assortment • Identifying brands that should be expanded or contracted based on growth and strength trends of each brand within their assigned category • Determine how much space should be allotted to each category based on space to sales movement • Determine merchandise locations and prioritize brand positioning • Develop advertising strategies based on these trends • Build a story line for the products in their store • Provide training materials for staff to communicate these categories to the consumer and the differences between them Here's a few more tips from Hackett: Categorize: A great buyer develops strong tools to categorize and sub-categorize their business.

«The challenge with this strategy is that consumer's tend to be loyal and emotionally tied to retailers that are responsive to their needs and that work hard to bring exciting new products for them to explore with their pets on a regular basis.»

The company's brand strategy will take a more solutions - based approach with new products, packaging and POS and will aim to offer itself as a source for information for both retailers and consumers.

In the best cases, that may mean adopting a merchandising strategy or advertising plan that has helped a retailer attract more consumers and develop more sales.

Of course, retailers can raise prices, but there are some products that should be avoided in this strategy, since consumers buy them every week.

Generation Next Yet as retailers and manufacturers fine - tune their strategies to suit recession - weary consumers, shifts in consumer demographics threaten to muddy the waters even further.

Of course, retailers can also raise prices, but there are some products that should be avoided in this strategy, since consumers buy them every week.

Of course, Best Buy is buttressing this strategy with a renewed focus on customer service and a blanket guarantee to match any price that consumers can find at other retail outlets, be they brick - and - mortar stores or Internet sellers.

Most came to find out what measures they could take to build sales at the retail level and how to implement a wide range of merchandising and marketing strategies to ensure that they have a chance with today's increasingly fickle consumer.

San Diego, CA About Blog CPC Strategy is a retail - focused Search agency that uses a proprietary Search optimization process to drive conversions by matching inventory with consumer intent.

London About Blog Javelin Group, part of Accenture Strategy, provides strategy consulting and digital transformation services to the world's leading retailers and consumerStrategy, provides strategy consulting and digital transformation services to the world's leading retailers and consumerstrategy consulting and digital transformation services to the world's leading retailers and consumer brands.