Word: retailler
(lookup in dictionary)
(lookup stats)
Dates: all
Sort By: most recent first
(reverse)
...stock products that don't just make you feel nice (Cucumber Melon bubble bath) but also make you look better (Goldie nail lacquer)--and in the process create a new sort of one-stop shop with a consumer-friendly atmosphere. "What they have recognized," says Donald Trott, specialty-retail analyst at stock-research outfit Jefferies & Co., "is that they have to take it out of the arena of competing with Procter & Gamble...
...aimed at tweens. Bath & Body Works has bought other brands outright. In late 2003 the company snapped up the C.O. Bigelow name and this June swallowed Slatkin & Co., a home-fragrances firm. "The consumer may want quality, but it's also about newness," says John D. Morris, a retail analyst at Harris Nesbitt. "They're rejuvenating the product launch cycle"--a pipeline that had languished pre-Fiske. Add in a catalog business (set to launch this fall), a website overhaul to let consumers buy direct (due in mid-October) and the possibility of expanding certain brands overseas, and Fiske...
...something that decidedly was not broken. "Not very many companies are bold enough to shoot their best-selling product at the peak of its popularity," Gartner analyst Van Baker says. "That's what Apple just did." And it did that while staring right down the barrels of the holiday retail season...
...gives a sneaker stature, Spira is still near the starting blocks. Runners won't sprint to pay $130, the cost of a high-tech Spira, for a brand they have never heard of. Plus, the sneakers aren't dashing. "They're ugly," says Andy Krafsur. Spiras are in 700 retail shops, but they didn't test well at Foot Locker, the 4,000-store giant. "We need to establish ourselves in the small stores where people explain the technology," says Krafsur. "That's where Nike started." The company can't compete with Nike if the USA Track & Field...
What Wal-Mart also found in West Chicago was nothing short of a natural extension of its corporate philosophy. Wal-Mart built a $285 billion corporation by going where its competitors are not. That used to be small towns or underserved suburbs. Chicago's 37th Ward, with its scant retail options, is an urban village, a first cousin to the sorts of communities Wal-Mart had always targeted. Combine the lack of jobs and stores with a strong antiunion streak, and the West Side is perfect for Wal-Mart. "If you're going to pick a spot, why wouldn...