２週間前オンライン・ショッピング・サイト「WWW.ZAPPOS.COM
」でレースアップ・ブーツを購入してみた。上げると切りがない程オンラインショップのサイトはあるが、SHOPZILLA.COM
、AMAZON.COM
、NET-A-PORTER
から、デパートや小売り店が管理するオンラインショップまで、どれもユー ザーフレンドリーなサイトのデザインにビックリする。例えば何点か続けて「アンクルブーツ／Booties
」をクリックすると、選ばなくてもサイトの中 から似たアイテムも探しててきて提案してくれる。“ブーツ”というカテゴリーでもデザインは様々だし、何百というアイテムを全てチェックしなくても良いので便利だ。どんどん提案してくれるので決められなくなってしまう、という欠点はあるが、欲しいものと更に近いものを見せてくれるのであれば、購入する時には自分も満足してるに違いない。
先日オンラインを利用したおもしろい搬入システムの記事を読んだ。「消費者がオンラインで在庫から目当ての商品を見つけ、買わずに最寄りの店舗にその商品を取り寄せ、良かったら買う」というシステムだ。ウォールマートから始まったといわれる搬入システムのひとつ。より消費者の立場に立っていて有りそうでなかったアイデアだが、巧みなロジスティックの開発なくしてはあり得ない。大手デパートの「ノードストローム」もこのシステムを利用したところ売り上げが伸びているという。
これまでカリフォルニア、シカゴ、ダラス、ニューヨークと住んでみて、気候も違えば人々の生活スタイル、レジャー、食文化、ファッションの好みの違いを目の当たりにした。
――そうなのだ。少し脱線するが、好むと好まざるとは関わらず“郷に行っては郷に従う”で、ダラスでは“いつもゴルフが出来る装い”と言わんばかりに毎日ポロシャツを着ていたし、みんな南部の太陽に良く生える明るい色の装いが多かった。独特のメガチャーチが台頭し「Dress Barn」風なファッションをして教会へ行く人を多く見かけた。引っ越して来て驚いたのは、東京以上にニューヨーカーが黒っぽい装いをしている事だ。80年—90年代にコムデ・ギャルソンやYOJIが注目され、感化されていつも黒い服を来ていた事を思い出す。まさに“ブラック”がスタンダードという時代だった気がして懐かしくなったのだが。――
当然全米で展開するデパートは、各店にローカライズされた賢い品揃えが必要だが、今回の記事にあるように“消費者がワ ン アイテムから直接商品の搬入を希望出来るシステム”があれば、確実に売れる商品が店舗に増えるのだ。例えそのアイテムが売れなかったとしても、その地域の 消費者がどんなアイテムやカラーを好んでいるのかが分かり、同じ志向の消費者がいる確率は別の地域よりも高いといえる。結果、２番目に見た消費者がそれを購入して行くことも考えられる。そんな傾向を素早くロジスティックがキャッチして、見込みのある品を店舗へ送る、なんて事も出来そうだ。小売り店もオンラインショップのように完全に消費者主導になって、MD
要らずのストア・オペレーションなんて時代が来るかもしれない。でもその結果、値下げ品が減ったりしたら、バーゲンセール好きな一消費者としては大変困るのだが。
August 23, 2010
Nordstrom Links Online Inventory to Real World
SEATTLE — Retailers have been flailing about a bit in their efforts to get people to shop again, deploying all sorts of gimmicks and promotions to spur customer spending.
Wal-Mart hoped that deeper cuts in its standard rollbacks would be a draw, but then said the prices
went too low. At Saks, perhaps customers would go for designer labels if the lines offered
less-expensive items. And for
Macy’s, how about inexpensive
clothes by Madonna?
The secret, at least for
Nordstrom, has not involved a piercing insight into a customer’s mind. Rather, it has changed the way that it handles, of all things, inventory. And that has brought the department store
more success in improving sales than at most of its competitors, whose recent reports signaled that their consumers were still cautious.
The change works this way: Say that a shopper was looking at a blue
Marc Jacobs handbag at
Nordstrom.com. She could see where it was available at nearby stores, and reserve it for pickup the same day.
More significant, if the Web warehouse was out of that bag, it did not matter. Inventory from Nordstrom’s 115 regular stores is also included. Maybe there was just one handbag left in the entire company, sitting forlornly in the back of the Roosevelt Field store — it would be displayed online and store employees would ship it to the Web customer.
What Nordstrom did on its Web site — displaying stock from both the Web warehouse and its stores all at once, was unusual. And that, said Jamie Nordstrom, president of Nordstrom Direct, drove “some pretty meaningful results.”
In fact, Nordstrom, based in Seattle, has been the department store with one of the best improvements in same-store sales over the last year, when its overall sales reached $8.26 billion. While it may not seem revolutionary, a melding of Web site and store is surprisingly rare in the retailing world.
“You’re talking about traditional retailers that have traditional ways of doing things, and sometimes those barriers are hard to break down,” said Adrianne Shapira, an analyst at
Goldman Sachs.
Wal-Mart has added a feature where online shoppers can ship items to nearby stores, and
Target.com shows which stores carry which items, but customers cannot buy them in advance.
Among Nordstrom’s competitors, such fluidity is hard to find, Ms. Shapira said. “I don’t see anyone going to the length they are,” she said of Nordstrom. In the 11 months since Nordstrom made the inventory change, its same-store sales — sales at stores open more than a year, a crucial measure in retail — have outperformed the department store average measured by
Thomson Reuters.
In those 11 months, Nordstrom’s same-store sales increased by an average of 8 percent. In the 11 months before the shift, they decreased an average of 11.9 percent. (The improvement is not all because of the inventory change — the economy improved, and Nordstrom made other operating changes.)
Nordstrom began overhauling its online approach two years ago, adding the option to shop and buy online and pick up the item in a store. “It was the first thing that we did, because the No. 1 call we got at our call center was, ‘Hey, I’m looking at this item online, can I look at it at my store?’ ” Mr. Nordstrom said.
The company was also trying to increase the number of people who shopped at Nordstrom in more than one way, since those so-called multichannel shoppers spend four times, on average, what a one-source shopper does, Mr. Nordstrom said.
Inventory was a big issue, too. If Nordstrom.com did not have the item someone wanted, it was not as if the customer would wait for the company to restock it, Mr. Nordstrom said. “If we don’t have it, you’re going to go back to
Google and say, ‘Who else has it?’ ” he said. “We have 115 full-line stores out there — chances are one of them has it.”
In September 2009, the company wove in individual stores’ inventory to the Web site, so that essentially all of the stores were also acting as warehouses for online.
Results were immediate. The percentage of customers who bought merchandise after searching for an item on the site doubled on the first day, and has stayed there (although, Mr. Nordstrom cautioned, that doubling was from a small base).
“Customers that were looking for an item, we had their size,” he said. That meant the company hired a few more shipping employees to wrap and send items from each store. But, he said, increased sales more than offset the cost.
It also means that inventory is moving faster, and often at higher prices. “If we’re out of something on the Web site, it’s probably late in the season and the stores are trying to clear it out,” he said. “By pulling merchandise from the store, you’ve now dramatically lessened the likelihood that you’ll take a markdown.”
Nordstrom’s inventory turnover, which measures how quickly a company goes through inventory in a given year, went to 5.41 in 2009 from 4.84 in 2005, a five-year high.
“The health of our business when we’re turning faster versus turning slower, it’s night and day,” Mr. Nordstrom said.
Keith Jelinek, director in the global retail practice at the consulting firm AlixPartners, said that Nordstrom’s changes could give it a competitive advantage, but showing accurate inventory information to customers was difficult.
“The customer ordering via the Web site is not concerned with where the product is, only that it is in stock,” Mr. Jelinek said in an e-mail message, but that could easily go wrong if a sales clerk entered an incorrect item number, which would “incorrectly display what the customer could see online. While, for the retailer, their financial inventory is still accurate.”
On Saturday, Nordstrom introduced an updated Web site, trying to make it more interesting for customers and easier to navigate.
The new site adds editorial features, like blogs about fashion and videos and photos of Nordstrom customers showing the clothes they chose
for work and
for weddings. Mr. Nordstrom said the company drew from sites like Net-a-Porter, which combine magazinelike stories with shopping. The site will also allow customers to
post messages or photos. While customers are no doubt swamped with social-networking options already, Mr. Nordstrom pointed to the more than 120,000 product reviews added to Nordstrom.com since that feature was introduced last fall.
The company has also improved how shoppers can search for products, allowing searches with multiple criteria — check boxes allow someone to search for, say, a purple cocktail dress under $150 for a curvy figure.
Web-design experts asked to review the site were split on its success. Martin Zagorsek, a partner at Launch Collective, a fashion-business consulting firm, said that the editorial features did not promote the products mentioned within them, which was “a no-brainer.”
But Andy Rhodes, director for commerce at the marketing firm SapientNitro, said that Nordstrom had long been ahead of the game on the digital-to-physical connection, “and it’s nice to see they’ve brought that capability to the forefront with the new Nordstrom.com.”
All the changes, Mr. Nordstrom said, were about satisfying customers, but that translated into profits.
“We can sell more without having to buy more inventory,” he said. “That plays through to margins and, ultimately, earnings.”
