Pop-up Britain, an answer for UK High Streets?

                                                                                         pic: Business Matters Magazine

StartUp Britain has today opened the first of its revolutionary PopUp Britain shops, offering start-up businesses a unique low-cost opportunity to experience life on the high street.

This unprecedented scheme will help to revive the UK’s flagging high street by making use of co-funded empty shops. StartUpBritain’s first PopUp, opposite Richmond station, will provide retail space for six start-up businesses. The store will get backing from the scheme's sponsors: John Lewis will fit-out the shop, the businesses will be insured by AXA. Each business will also get a Dell laptop, access to PayPal's online internet payment system and a copy of Intuit's Quickbooks accounting software.
StartUp Britain was founded 15 months ago by a group of eight entrepreneurs to encourage small business startups, winning support from government. However they rely for funding from the private sector via sponsorship.

A great idea in unprecedented times, but as David Prosser in the Independent notes, ‘if the state is going to leave it to volunteers to deliver its stated desire of boosting entrepreneurialism, it must at least have the decency to get out of the way. If local authorities play ball, and the scheme gets a fair wind from other public-sector bodies, StartUp High Street is an idea which might just make a real difference. For example, local authorities will need to be supportive about allowing these retailers to trade — waiving planning permission restrictions, say’.

Facebook, Walmart chiefs 2-day meeting to "deepen" relationship…

In a unique move aimed at adding the biggest retail player to his list of friends, Mark Zuckerberg and his senior management team will spend two days at Walmart’s Bentonville home office this week, meeting with executives of the world's largest retailer and discussing ways to "deepen" their relationship.

Many investors and analysts believe the company could tap into a new source of revenue by playing a bigger role in online retail sales, perhaps taking a cut of transactions generated on its social network.
Walmart's Facebook page has more than 17 million fans and expanding its reach online is key for Walmart as shoppers increasingly shop via their computers, tablets and smartphones.

Implications

1. With each one formidable in its own right, this potential linking has to produce mega-synergies for the two giants, with knock-on repercussions for us all…
2. The move is partly a case of Walmart playing e-catchup with ‘Amazing Amazon’ whose online sales of $48bn last year were, or should have been, a surprise to most rivals, traditional and online…
3. It also strengthens the case for Saturday morning NAM trade-strategy meetings, starting like Walmart at 0730 to maximise output, away from the distractions of a NAM’s Mon-Fri 9-5 weekday-job?

However, supplier-CEOs eager to retrieve this ‘down time’ should bear in mind that since the passing of Sam, even Walmart’s Saturday morning meetings are down to one per month, and the presence of celebrity guests like Harrison Ford, Emilio Estevez and "Twilight" star Robert Pattinson; singers including Sheryl Crow and Jewel; and Steve Jobs’ biographer Walter Isaacson, has been required to add extra appeal…. 

Have a turbo-friending weekend, from the NamNews Team!

Mash vending: 7-Eleven vending machine dispenses mashed potato and gravy

The Maggi mash-dispenser appears to be going down well in Singapore, where potato lovers in the city-state have been enjoying the spud-based snack at 7-Eleven stores for a while now.
Worth keeping in mind that its not about us, its about the consumer...

Doubters might also reflect on the fact that 7-Eleven, the world's most successful convenience operator doesn't carry any product-passengers....  So perhaps it is worth a try?

Next step, single-strand spaghetti?

Right Selfishness Quotient? - how selfishness can compromise your network response…

If you are in the business of persuading others via networking (know anyone who is not?) then perhaps it is time to check your ‘selfishness quotient’ as an indicator of possible low responsiveness?

In other words, what you give (free) should always exceed your receipts by a factor of 10… i.e. at any point in time there should be 90% giving vs.10% response…scarey!

Having sorted your inputting/outputting, a sure way to improve the odds is to check your Linkedin contacts and delete those who only allow you access to ‘shared’ contacts -  the ultimate indicator of selfishness?

This will at least ensure that your remaining network contains individuals that are into a bit of give-and-take, with the right encouragement...

For (free!) guidelines on Optimising your Networking see KamLibrary

E-comparing prices, like-with-like...?

Yesterday’s top NamNews item on Mobile Food-price Checks indicates that shoppers increasingly want to know how food prices compare at point-of-sale.

To be precise, they are seeking a true like-with-like comparison of Prices, thus leaving them free to evaluate Product performance, Presentation and Place, in order to complete their decision to purchase.

The issue for suppliers and retailers is whether the product or brand can stand the comparison…

In other words, in a true like-with-like comparison of the four Ps, would the competitor’s product win ‘hands down’?

In which case, we can but jeopardise long term equity and credibility by making a direct comparison more difficult. Instead we should perhaps use our energy to objectively assess all category members vs. real consumer need, and then re-engineer our product offering, stripping out all redundant attributes, in order to provide a better match with that need in terms of value for money, compared with alternatives available.

Eventually, this open comparison will drive price indication and consumer choice at point-of-sale, with e-comparison merely accelerating and amplifying the process….

Breaking the Rules in Supermarket Banking

The succession of own-goals by the traditional Big Four banks and daily revelations of fresh abuses of trust, have provided unprecedented opportunities for supermarket banks to grow market share in financial services...
However, keeping that share will depend on breaking the following self-destruct rules established by traditional providers:

• Hook ‘em in and ‘abandon’ them within the mix: great introductory deals for new customer and then revert to uncompetitive terms
• Exploit habit: Most people assume that their salaries will automatically appear in their bank accounts, direct debits will be paid on time and they can withdraw their own money from a cashpoint as required
• Inertia optimisation: make every move complicated in order to reinforce a perception of being held captive
• Establish standards-in-common with rivals to ensure a move elsewhere is not worth the trouble (collusion? See LIBOR)
• Avoid the personal touch via use of retro-IT automation, all geared to re-inforce the above
• Reduce comparability of offerings and exploit the customer’s numerical dyslexia
• Establish performance reward-mechanisms that operate out-of-phase with actual results
• Ignore the threat of efficient online everything
• Target the un-savvy consumer, forgetting  that all consumers are savvy, given the right help and encouragement
• Forget the basics, focus on cross-selling before establishing and deserving trust…
• Remember the customer is never right…

Easy? 
But what if the above rules are a pre-requisite of successful (i.e. profitable ) high street banking?
In other words, perhaps a whole new business model is required using customer-centric operations, dedicated to meeting shopper-needs and transparent, defensible and competitive prices, where proof of repeat business, in retrospect, becomes the only basis for reward of all stakeholders…
In which case supermarkets start with most of the aces already in their hands…

Winning by numbers: how performance analysis is transforming sport, and negotiation?

The July issue of Wired features a 4-page article on how video-analysis using Dartfish, a video-based software program, is helping Olympic standard champions improve their game.

In elite sports, being the most talented is no longer enough; top athletes also have to ensure they are the better prepared. They understand that their only sustainable advantage is to learn and improve faster than their opponents. The technology used by performance analysts allows them to measure every force, dissect every movement and time every action with absolute precision. That feedback allows athletes to find areas for improvement and aids the learning of new skills.

Application in sport
Applied to sports as diverse as squash, sailing, cycling and boxing, its use in improving skills in Taek won do, a Korean martial art suggests that this method of skill development might be applicable in fine-tuning negotiation skills in the NAM-Buyer relationship.

Use in negotiation
Incorporating video in a live session with the buyer, although desirable, is not feasible...
Realistically, this type of negotiation analysis is best used in-house, using real upcoming deals planned for major customers, with fellow NAMs and colleagues from Marketing, Finance, and  Production, all role-reversing key stakeholders in the supplier-retailer mix. The sessions should incorporate real numbers, ongoing trade issues and reflect the toughest scenarios anticipated in each live-deal negotiation.

Optimising analysis
Analysis should be constructive and rigorous, with each team-member exploring the recording from their job-perspective, assessing both verbal and non-verbal language, incorporating cost & value from each party’s perspective, together with ultimate impact of the deal on supplier and retailers P&Ls.


A bit (but only a bit) like role-playing of old, except for the live bullets and unprecedented downside of coming second best to an increasingly powerful buyer… 

Obviously, the use of the package in live negotiation might prove to be a step too far with even the most indulgent of buyers, give current levels of negotiating skills.

Besides which, who wants buyers keeping pace with your skill development in these unprecedented times?

Tesco’s UK Growth Strategy ‘On hold’ to Focus on Global Expansion?

Could the retailer’s "unprecedented" step of shelving advanced plans to open UK stores, as it focuses on improving its estate and opening smaller stores, be an acknowledgement that maintaining its current UK share and developing its global business will optimise Tesco’s return on investment in the long term?

The problem of dominance
Essentially, when a retailer reaches 25% market share, especially in a politically sensitive category like food, then they invariably become the focus of attacks in terms of alleged abuse of power. When the share exceeds 25%, everyone from farmers, suppliers, shoppers, politicians, stockmarket and media then have a means of putting a ‘name‘ to a complaint.
Eventually, the resources required to manage the resulting ‘defensive mode’ result in diminishing returns at local level, and then begin to undermine a retailer’s global strategies.

Tesco as a mass retailer
With 30+% share of food retailing in the UK, Tesco began to redefine itself as a mass retailer, translating its market share into a current share of 12% of ACV, a share well short of the potentially troublesome 25%... This allowed the company to continue to open large spaces, seeking growth in non-food goods and services.
However, it would appear that a combination of the global cutback in consumer spending, especially in non-foods, and the increasing expertise of rival retailers lead to an unprecedented profit warning, prompting a change in strategy.

Supplier trade strategies
Suppliers now need two distinct Tesco trade strategies:

• UK: Helping Tesco to sell more of their existing products, to existing users, in existing stores, all formats, especially 40,000+ sq ft. in return for 100% zero-defect compliance and fair-share dealing…
• Global: Helping Tesco as per the UK, in countries where the retailer has already achieved 25% market share.   In other countries, Tesco needs help in attracting more new users, using the pulling power of well-known brands, with increased focus on shopper-marketing to reduce/neutralise the temptation to switch-sell private label, all in exchange for 100% zero-defect compliance and fair-share dealing.

Opportunity or Threat?
An unprecedented window is now available for those suppliers that can define and implement a truly global Tesco strategy. However, like all good windows, the opportunity is transient and also available to the competition.

Moreover, ad hoc, uncoordinated and localised initiatives will too easily translate opportunity into threat in dealing with what is still potentially the world’s most productive trade partner…