Leading the Way! But Where, Exactly?

The Robin ReportHave you ever noticed how many people in leadership positions shouldn’t be there?

Unless you’ve been living in the Himalayas, you’ve undoubtedly heard a classic example recently–the brouhaha and subsequent firing of the Rutgers University basketball coach and its athletic director–the former for browbeating his players into submission with physical and mental intimidation, and the latter for being stupid enough to let him get away with it.

Full disclosure: I’ve always disliked the attitude of some athletes and their coaches–those that are supposed to be leaders and role models. So I’m not a fan of jocks, ex-jocks and wannabe jocks and all the people who put jocks on a pedestal. They give the term “coaching” a bad name and prove that coaches are about as far from being true leaders as Gandhi was from being a warlord.

I also cringe at the popular practice of many in business to use sports analogies to describe good business practices and leadership qualities. I think we’ve reached a point where the phrase “there is no ‘I’ in team” is a bit disingenuous.

But sports are not the culprit. Bastions of bad leadership run from heads of state in places like Italy, Cyprus, Zimbabwe and North Korea, to the so-called captains of industry at companies ranging from Best Buy, Kmart, Hewlett-Packard, Fannie Mae, Freddie Mac and the granddaddy of them all–Enron.

But this begs the real question, what does it take to be a great leader? Is it the command-and-control freak whose mantra is “Do what I tell you because I’m never wrong?” The self-proclaimed genius that thinks iPads can replace people; or the laid-back laissez-faire type who doesn’t mind losing control to employees?

The answer is simply that one size does not fit all!

Great leadership is transitional and transformational, and leaders must adapt their styles to rapid-fire changes in business, the type of operations they’re running and the nature of people working for them. These are just some of the factors that may require an autocratic approach one day and a democratic one the next.

Overall, leadership in any industry, organization or government is a delicate blend of art and science — somewhere between P.T Barnum and Oprah.

That being said, I’ve come across certain characteristics that are common to all:

  1. Simplify by cutting through the clutter of a complex situation to stop all the noise from others in order to communicate ideas and offer solutions everyone can understand. As we’ve seen time and again, great leaders are not just orators. They are the ones that listen to what others are saying.
  2. Inspire others to look beyond the petty day-to-day squabbles and egoism of the business environment to truly support each other and learn. Great leaders instill the germ of an idea and keep their people focused on solutions.
  3. Shed the command-and-control image. It may be efficient and may appear to make decision-making easier. But this type of leadership simply doesn’t create a feeling of trust or confidence in the people who work for you. Basically, people resent it. True leaders don’t need to consolidate their power by telling everyone else who’s in charge.
  4. Develop individuals within the organization rather than consolidating your own power. Too many leaders seem to be threatened by people who are coming up the corporate ladder behind them. The great ones encourage their climb and are confident enough in their own abilities to always be looking for their own replacement.
  5. Courage to admit mistakes without trying to throw others under the bus. And don’t try to hog the credit for the success of others. This will help create the team-like atmosphere that can be critical to a company’s success.
  6. Servant leadership. These are the people who are confident enough and have such a high work ethic that they can lead from the rear–meaning that it’s often the team, not the individual who gets the credit.

It’s like General George Patton used to say: “We herd sheep, we drive cattle, but we lead people. So lead me, follow me, or get out of my way!” Or a more bellicose approach “Si vis pacem para bellum.” Look it up!

Caracas Lost Dreams

The Robin ReportI noted more than a few binoculars focused this morning on the military airfield outside my Caracas hotel. It’s likely they were searching the ground for evidence of the military coup I heard whispers about last night in the hotel bar; but who knows in Caracas. Even the journalist interviewing me this morning made reference to the challenges of living in a Communist country; Venezuela is in midst of crisis. The recently botched election recalls the passionate controversy of George Bush’s results in Florida in 2004, except it’s unimaginably worse.

In 2013, I can’t think of a well-grounded leftist intellectual that can defend actualization of the Karl Marx syndrome we witnessed in the 20th Century. Russia, the former Soviet Republics, and Eastern Europe have all moved on. By most gauges, shedding this ideology has brought improvement and positive change. Poland grew faster last year than any other nation in Europe, which in the midst of our recession may not be saying much, but still says a lot. Of the three Asian remnants of Communist ideology, China and Vietnam have cherry-picked through Das Kapital and added doses of Confucian and Keynesian economics to craft some semblance of prosperity. North Korea has abandoned all logical thought; the only question is how much of the rest of the world they intend to take with them when they go.

Yet dear reader, this is a newsletter about retail, so here is our thread. In my trip to the supermarket in Caracas this afternoon, there was no coffee of any variety on the shelf, and the reek of rotting meat was stomach turning. People wait in long disorganized lines for basic food supplies. We are witness to the tragedy of governmental pricing control for food; Venezuela has gone from an exporter of food to an importer over the course of its Chavezian transformation. Today, much of its basic food needs are imported from the United States.

My economist colleagues predict that global food prices will increase country by country by 10% to 20% over the next year. While the precise number is anyone’s guess, it’s a fact that food costs are increasing by at least twice the rate that global wages increase. How are we going to continue to feed ourselves?

The answer, in part, rests in the world of retail where for almost 30 years we have watched a concerted effort to engineer both value and fair profits from the supply chain. From growing, to trucking, to minimizing waste and mechanizing the modern warehouse, the degree to which the increased costs of basic food commodities have been passed on to the consumer have been limited for us living in First World nations. Thank Walmart, Tesco and Auchan; but also thank the farmers markets, the slow food movement, and the advent of local community-supported agriculture (CSA) organizations.

At both ends of the First World retail spectrum, we are watching innovation and reinvention driven by competition and local entrepreneurship. At best, we ask government to get out of the way. We’d rather have the local farmers market manager certify a farmer’s products than the FDA, although we need to embrace both in the flawed, but preferable, world of Capitalism.

Journalists keep asking me –- whether it’s here or in Shanghai —how are we going to feed ourselves in the next five years, both from the standpoint of cost and safety? My answer is always the same: Price controls are not the answer, but organized retail can, and will, do its part. The process takes time, but it does work. The places that will feel the most pain over the five years are those where global organized retail is not playing a transformational role in a local economy. India is a prime example. Open markets provide incentive and examples for local merchant organizations to do it often better and faster. They provide farmers with stable prices, drastically cut down on spoilage, and most importantly, help get their offerings on dinner tables everywhere while making a profit.

When I arrived at Simón Bolívar International, I was expecting a sturdy intelligence officer with a serious face to meet me at passport control. I did not expect the smiling young woman with braces that giggled when I presented my thick, well-worn passport. She greeted me warmly after a long flight, stamped my passport and let me pass, welcoming me to her country. She deserves better.

Thinking Beyond the Box

250px-Incredible_UniverseThe Incredible Universe was…well, pretty incredible. There was no store like it ever before – and there’s not likely to be one like it ever again.

For those of you who have gone through retail remembrance reprogramming, a quick history lesson: During the 1990s, which in hindsight represented the full-tilt zenith of big box retailing, superstore chains were exploding. Be it home improvement, home furnishings, computers or consumer electronics, big boxes were multiplying at geometric proportions.

And the biggest box of them all was Incredible Universe, which was a dramatic new retail platform from the folks who ran some of the smallest boxes out there, Radio Shack. Current management at the time – who can remember back that far – decided to out-box everyone else out there and go for broke. The first Incredible Universe opened just off Old Country Road in Westbury on New York’s Long Island, which with the exception of Paramus, New Jersey and Schaumburg, Illinois, is about the most concentrated retail location in the country.

The store was well over 150,000-square feet, if memory serves me well, and featured just about every conceivable product with a plug that existed at the time. And considering this was well before iWhatevers, that was a whole lot of TVs, stereos and toasters. Every shopper got a personal identity card that promised all sorts of digital delights. There were salespeople in snappy uniforms as far as the eye could see. It truly was incredible.

It was also way, way too much. Shoppers were overwhelmed and they ended up underbuying. The Universe as we knew it soon failed to exist.

Fast forward a couple of retail generations to today’s reigning – by process of elimination, it has to be noted – big box player in consumer electronics retailing: Best Buy. We’re not here to go through all of Best Buy’s problems. Frankly, the Robin Report website doesn’t have that much bandwidth. But among the leading issues the retailer faces is that its physical stores are just too big. Talk to anybody who follows retailing and they’ll tell you that the problems of too many stores in the country is only matched by the problem of too-big stores.

And Best Buy has got it the worst. Unlike a Home Depot or a Lowes, which need those tens of thousands of square feet of space for tools and aluminum siding, Best Buy has more space than it knows what to do with. Let’s face it, nobody has bought a CD or DVD in a store since the Bush administration. So, as Best Buy was on the leading edge of the big box movement it may also be in the forefront of the next trend in superstore retailing: Not-So-Big Boxes.
Yes, the DIY twins need that floor space, but does Bed Bath & Beyond or Staples or Office Max require stores that large? What about giant furniture stores like Rooms To Go or Raymour & Flanigan? And does it end there? What about off-pricers like the MarMaxx group? What about supermarket? And ultimately, what about the biggest big boxes of them all, Walmart and Target?

If, as some people predict, anywhere from 30% to 50% of general merchandise sales will eventually be done online, does that mean we are in the final stages of Big Box retailing? Does it mean that, in the end, the big box will be outdone by the small carton?

Warren Shoulberg is editorial director for several Sandow Media home furnishings business publications and is glad he was there for the big box era.

How Do Changes in Brand Loyalty Shift Marketing Responsibilities?

The Robin REportSupermarket retailers are facing a sea change when it comes to how the products they sell are marketed. That responsibility is going to migrate from manufacturers to the retailers themselves before too long.

Why? Because supermarket shoppers are a fickle bunch. And nowhere is that more evident than in their fast-changing attitudes toward brands and their loyalty to them — or, to be more precise, their lack of brand loyalty.

Of course, brand loyalty has been fading for a long time, but for the first time, surveys of motivations behind consumer buying decisions show that a large majority of supermarket shoppers have no brand preference at all. Instead, they are prone to swing between brands, or to opt equally for specialty or store brands.

Several newly issued consumer studies show how dramatic the decline in brand loyalty is. For instance, Deloitte’s American Pantry Study shows that 90% of shoppers at least occasionally will opt for a store brand in lieu of a national brand. That finding is backed by other surveys that indicate a striking 56% of shoppers have no brand loyalty at all.

This lack of brand loyalty gives national manufacturers of consumer packaged goods (CPG) every reason to feel agita. It also means that manufacturers soon won’t have the wherewithal to do all the heavy lifting concerning product promotion.

So, if manufacturers soon won’t promote as effectively, who will? Well, the only player left is the retailer.

Here’s some of what retailers will have to do better on their own:

  • Seize the product-development initiative from national CPG manufacturers. No longer should store brands mimic national brands in content or appearance. Instead, store brands should be high-quality and attractively packaged products in their own right. They should be priced near, or even above, similar national brands’ price points. Supermarkets can also lift a page from Target’s playbook by offering tiers of store brand product ranging from value offerings to high end.
  • Make the supermarket stand for something. It should be conspicuous to shoppers that the store means, say, quality, innovative products, or price. Limited assortment operators including Whole Foods, Trader Joe’s and Aldi, respectively, already do this. Or, like Target, supermarkets can stand for “cheap chic.”
  • Make the supermarket an inviting destination so customers will want to go there instead of viewing shopping as drudgery. That means the supermarket must have high-quality perishables departments, be convenient to shop, and feature high service levels. Supermarket operators Wegmans and Publix already do a good job of this.

Even with those basics under their belts, supermarkets still will face a few challenges. That’s because consumer studies show that huge majorities of shoppers are looking for quality products throughout the store — up to 75% of shoppers say that is what they have in mind.

And, just to complicate things, many shoppers make buying decisions on the basis of whim or desire rather than more rational-seeming reasons.
Finally, retailers must market with this conflicting mandate in mind: shoppers still demand reasonable price points.

Now let’s return to the original issue of the decline of brand loyalty. A multitude of reasons have contributed to the phenomenon, but the longest-running factor is the migration of mass media toward niche media. There was a time when brand owners could blanket the consciousness of consumers with a few strategic ad buys in broadcast and print media. Those days are long gone.

Other factors include consumers’ growing awareness that food and health are intertwined. Consumers also are on constant lookout for new and attractively designed products; some 20% of shoppers seek new-product alternatives during every store trip. Neither of these factors cater to CPGs strong suit.

In the end, maybe it’s just as well that mass marketing is disappearing and consumers are more assertive about what products they want. Retailers using new media to cater to small groups of like-minded consumers or even individual consumers have in their hands the means to present to shoppers just what they’re seeking.

Why All the Fuss About Martha?

MarthaStewartJC Penney, now JCP, and Macy’s are at war over Martha Stewart. The Appeals Court ruled recently that Penney could sell Martha Stewart product temporarily, but, not under the Martha Stewart brand name. The question of why the now-departed JCP CEO and former Apple and Target superstar, Ron Johnson, and the lifestyle guru and home goddess, Martha Stewart, agreed on a relationship under the umbrella of the existing Macy’s contract – kind of like having two husbands or wives at the same time – is best left to other experts. But the question of why all the fuss about Martha, why two major and competing retailers are willing to fight for her, goes well beyond the legal challenges. It goes simply to the strength of the Martha Stewart brand which is arguably the leading non-apparel brand in the country, perhaps rivaling only Ralph Lauren in the strength of its conviction, equity, vision and imprimatur of its founder, the inspiration providing, Non-Executive Chairman, and, convicted felon, Martha Stewart. [Read more...]

Musings on the Future of Retailing

The day will soon come for mass merchants where checkout counters will be eliminated. Once RFID is fully implemented, the customer will be able to push the shopping cart through an RFID reader station, which will instantaneously total the items and show the results on a screen. The customer, who has an imbedded RFID chip in her debit or credit card (perhaps some day in the near future, in her body), will push a button to authorize the purchase, and off she goes.

PrintPoint the Way

We will also soon reach the day when consumers, while shopping in a store, can point their smartphones at any item to read the RFID chip embedded in the product and link directly to an information web page, which will tell the potential buyer more about the item. If the customer wants to ask questions, he or she will touch a button on the screen of the smartphone and immediately be transferred to the call center of the supplier where trained operators will answer inquiries via text or voice, depending on the consumer’s preference. If the customer wishes to purchase the item, she either puts it in her physical shopping cart, or if she wants it delivered, she puts it in her virtual shopping cart. Should the item be out of stock at the physical location, it will be seamlessly ordered and delivered. The virtual connection will also allow her to see colors and sizes not carried physically at the location and have her selection sent directly to the home. All of this can easily occur without speaking to a single sales associate. [Read more...]

Community Retail at Scale

rr_3-13_gideon_final-01It’s Not Just Good, It’s Good For Business

No one can argue with the benefits of scale when it comes to retail. Large-scale retailers provide deeper assortments at lower prices than their ma-and-pa competitors. But there’s a problem with all this scaling up. Mass-scale stores have become divorced from the communities where they sit. Most big-box retail stores look like they have been dropped in place by the mothership, and show little connection to where they are. All retail should have a sense of place. Now that we’re used to all those benefits of scale, customers yearn again for the relationships they had with their stores when they were owned and operated by their neighbors. Prediction: the next big wave in brick-and-mortar retail will combine the power of scale with the benefits of old-school mom-and-pop retail relationships. This is the transformation of big-box stores to come. [Read more...]

Land Of Opportunity To Barren Wasteland

rr_3-13_cover“Bubble Capitalism” Crushes the American Dream

Forget the cresting, breaking and other visible economic waves we discern on the surface of our economy — all accompanied by “cyclical” blathering of the dire necessity to create jobs and growth, and reduce debt and deficit spending.

While we blather, we’re blind. The less visible, stronger undercurrents of our dying free market capitalism that catapulted us to global economic dominance with the promise of an “American Dream” along with it, has been morphing into what I’m calling “bubble capitalism.” Some are calling it “crony capitalism,” which is equally descriptive. It’s just that bubbles are what the cronies feed off of. And it is crushing the American Dream by tipping the once-level playing field in favor of a narrowing segment of big finance and big business, aided and abetted by big government.

And let me be crystal clear. I am not whining for redistribution. I’m suggesting that if we don’t figure out a way to get back to good old democratic capitalism and its level playing field, we will have a barren wasteland in our future, albeit one that will be filled with a bunch of worthless stuff (popped bubble residue), scattered across a country that will look more and more like the third world. Think about three million empty, decaying and devalued houses following the leveraged-up mortgage crash of 2008. And what about the jobs lost, and spike in the number of people living below the poverty line?

Sorry, you want nice, you probably won’t find it in the Robin Report. We like to make wake-up calls. [Read more...]

Private Labels, Public Nuisances, and Captured Moments

rr_3-13_private_labelAll the recent hubbub over a certain Connecticut homemaker’s image and brand is only the tip of a major merchandising movement that is starting to consume the home furnishings field. As national brands continue to recede from the category—they are pretty much null and void in soft home categories, like sheets and towels, and hold a tenuous position at best in some smallappliance and housewares classifications—the ascendency of private and captured brands is nearing unprecedented levels.

The spectrum goes from the extreme of Kohl’s where virtually the entire home department is proprietarily branded, to stores like Target, and now Penney, where soft home is all private and hard home is mostly national brands—to ones like Macy’s and Bed Bath & Beyond where the assortments are still…well, assorted. [Read more...]

The Green Marketing Act

cell phone sales_greenYou got rid of the landline three years ago because two-thirds of your calls were from telemarketers. Then you downgraded your cable service wondering why you were paying so much for so little. Now you watch stuff on your Tablet and laptop more and more. And when the price of a New York Times went up to $2.50, you decided to read news online from a wider variety of sources, and like it decidedly better.

Today, you live a new kind of life than you did five years ago. You have several e-mail addresses so that you can filter the spam. The snail mail is more than 90% junk so you’ve even stopped opening it; the envelope gets a glance and often gets chucked. When you drive, it’s commercial-free Satellite Radio since traditional ads, with their crazy voices and incoherent offerings, drive you crazy. You loved Marc Gobé’s film, This Space Available, downgrading billboards, and outdoor media in general, to visual pollutant status. You take a pleasure in buying the store’s house brand, not because you have to, but because the ‘superiority’ of branded products is something you seriously question. We watch commercials at the Super Bowl and Oscars for the entertainment value and once in a while on YouTube; the rest of the time you conspire to avoid them. [Read more...]

What Your Intern is Really Thinking

Intern at workI’m here to set the record straight about the Millennial work ethic, by giving you a little insight into the world of internships. They have become the popular alternative to entry-level positions, and businesses have convinced my generation that this is an acceptable way to start a career. If you don’t continue on to graduate school (hoping that the job market will open up when you get that Masters), many of us find ourselves in a job black hole where we can’t practice what we’ve learned, and at the very least, pay back our student loans on time (the average in 2011 was $26k). And all this plays out with collateral damage in terms of Next Gen’s loyalty to employers and desire to build a long-term career with one company. Remember, we are risk averse, want financial stability and a future worth working for.

What’s really happening here? All businesses today, from top corporate hedge funds to design firms to retail stores to your neighborhood nonprofit, rely on interns. And let’s face it, you can get just as much out of an intern as you can from entry-level staffers — right? So why not give some deserving under-employed college grad the chance to beef up their resume, right? You’re really helping alleviate the famed Millennial unemployment rate (now 13%), right? What kind of 20-something really needs job security or healthcare, right? [Read more...]