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    Critical Success Factors For Retail

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    Harzamir Bamore
    The document outlines critical success factors for retailers to thrive in the current challenging retail environment, including understanding changing customer needs, having a clear brand proposition, exploiting customer data, and ensuring strategic cash forecasting, active working capital management, and engaged stakeholder management.

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    Attribution Non-Commercial (BY-NC)
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    Critical Success Factors For Retail

    Uploaded by

    Harzamir Bamore
    143 views1 page
    The document outlines critical success factors for retailers to thrive in the current challenging retail environment, including understanding changing customer needs, having a clear brand proposition, exploiting customer data, and ensuring strategic cash forecasting, active working capital management, and engaged stakeholder management.

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    Critical success factors for retails

    Original Title

    Critical Success Factors for Retail

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    The document outlines critical success factors for retailers to thrive in the current challenging retail environment, including understanding changing customer needs, having a clear brand proposition, exploiting customer data, and ensuring strategic cash forecasting, active working capital management, and engaged stakeholder management.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    143 views1 page

    Critical Success Factors For Retail

    Uploaded by

    Harzamir Bamore
    The document outlines critical success factors for retailers to thrive in the current challenging retail environment, including understanding changing customer needs, having a clear brand proposition, exploiting customer data, and ensuring strategic cash forecasting, active working capital management, and engaged stakeholder management.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    Critical success factors for retail

    We have defined below a high level summary of considerations for retailers to ensure you thrive, as opposed to just surviving, in the current challenging retail environment.
    Understanding of changing customer needs Clear and differentiated brand proposition Aligned multi-channel and customer management strategy Innovation culture Exploiting customer data Harnessing online communications/ communities Clarity over international opportunities

    Clarity over business viability - turnaround required? If appropriate, have considered: Restructure store estate Balance sheet restructuring Insolvency options considered: CVA, administration Disposal of non-core assets

    Strategy
    Val pres ue erv at io n

    Strategic cash forecasting Active working capital management Cash culture throughout business Appropriate debt and covenants Headroom flexibility

    and sh pital Ca g ca kin or

    Thriving vs Surviving

    de ol n eh e Stak em ag man

    Active engagement Covering all from banks to landlords to credit insurers to suppliers Employees aligned and motivated Communication plans linked to scenario planning Clear sustainability and corporate responsibility positioning

    pe rat ex ion al ce l le nce

    Visability
    a n d c o n t ro l

    The right KPIs Lead and lag indicators Non financial as well as financial indicators Robust capex appraisal Stress tested forecasts Layered scenario planning

    Strong store format and the right footprint and number of stores Active productivity monitoring Embedded cost reduction programme Integration across channels Optimised pricing and ranging Streamlined back office

    For more information, visit kpmg.co.uk/retailtoolkit or email retailtoolkit@kpmg.co.uk


    The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. 2012 KPMG LLP , a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. RR Donnelley | RRD-265675 | January 2012 | Printed on recycled material

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