“One of the keys to both Amazon’s success now and Walmart’s success in disrupting retail in the mid-nineties is a fierce understanding of what customers want. Winning retailers have to be completely customer-centric. This means they need to be mindful not only of what products customers want, but also of the importance of convenience—of removing the pain of shopping.” (1)
Saber claramente quem é o cliente-alvo e ter uma oferta desenhada para ele. Parece simples:
"Five Below sells items for $5 and under. Adults may be unfamiliar with the brand but the youth-focused discount chain has emerged as one of the brightest stars in the retail sector over the past 12 months.
...
Unlike traditional discounters Dollar General or Dollar Tree, which sell cheap staples such as bread, soda and cleaning products to budget conscious households, Five Below chases pocket-money. It peddles $3 slime and $5 giant unicorn pool floaties to teens and pre-teens. This has turned out to be something of a retail sweet spot. A bet on fidget spinners helped Five Below deliver a 28 per cent rise in sales during its most recent fiscal year. Same-store sales were up 6.5 per cent — a feat few were able to match in the bombed out US retail sector.
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Five Below’s merchandise mix, one-third of which are in-house exclusives, helps protect its sales from Amazon." (2)
O complicado é o sacrificio de ter de considerar a blasfémia de chamar a uma parte do mercado não-clientes. Pois, o teste do algodão na estratégia ... todos querem ser simultaneamente ricos e com saúde.
(1) Excerto de: Barbara E. Kahn. “The Shopping Revolution”
(2) Trecho retirado de "Five Below/US retail: slime of the times"
(2) Trecho retirado de "Five Below/US retail: slime of the times"
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