About Us: A History of Success
Believe it or not, we are those people who actually like poring over reports and crunching numbers. Since 1993, we’ve been making life easier (and more profitable) for scores independent retailers. By forecasting how much merchandise to buy, when it is going to sell, and when to mark it down retailing becomes more of a science and less of a guessing game.The types of retailers that comprise our customer base include women’s apparel stores, menswear stores, children’s store, shoe stores, sporting goods stores, outdoor stores, gift stores, golf stores, bicycle stores and more. In fact, any retailer that invests open-to-buy dollars in advance of the season on merchandise that is highly perishable and/or seasonal, is a retailer that would benefit from our services.
For over two decades, we have grown by listening to our customers. Our commitment to customer services is what distinguishes us from the competition. We know that independent retailers don’t give relationships away; we have to earn them. And we do.
F.A.Q. Your Questions Answered.
Why can’t I do my own merchandise planning?
First, you and your buying staff are not trained to do this stuff! Open-To-Buy and Merchandise Planning is a much more complicated topic than most retailers realize. Large chain retailers have an entire in-house staff to create merchandise plans, assortment plans, floor layout plans and more for their organizations. Our clients have chosen to outsource this important aspect of their merchandise management at a fraction of the cost of hiring someone and investing in in-house software.
What data do you need and can my P.O.S. system provide it?
The data requirements are very simple. We essentially need three elements in dollars on a monthly basis; sales data, merchandise receiving data, and on-order data. Most P.O.S. computer systems track this information and give you the ability to run a month-end report to provide to us. Initially it is helpful to have twelve months or more of this data in history to combine with our data factors. We can, however, accurately plan a new store even when starting with minimal history.
Who do I call with questions?
Us! If you have a problem or question, you simply call your consultant and he or she will solve it for you. For example; upon returning from a trade show, you may feel the market is changing direction. You will communicate that with your consultant on a class by class basis and the plan will be adjusted. Or, in the instance that they are tearing up the street in front of store #3 for three months, call your consultant and he will download this information to our planning staff so your plans remain accurate and realistic.
How can outsourcing this task make my store money?
We concentrate on where we can make a difference in your bottom line and cash flow: your inventory. Did you know that for a million dollars in annual sales, an improvement of only one-week in inventory turnover would improve cash flow by approximately $10,000. For every percentage point in decreased markdowns and increased gross profit, your bottom line increases $10,000. Only through detailed gross margin and turnover planning at the classification level can we accomplish your goals. By planning the work and working the plan, our clients dramatically improve both performance and cash return on the money they invest in inventory.
Can I afford to outsource this management task?
That depends. Can you afford to learn how to make more money? Can you afford to see more cash flow each month? Can you afford a detailed merchandise budget for you and your buyers so they can buy what they can sell profitably? Last year our clients increased cash flow by more than $10 for every $1 they invested with us. This is our track record! More cash, higher sales, and less inventory at the end of the season! Also, it is important to note that we operate on a thirty-day notice policy with no contracts, therefore, you could test us fairly easily and inexpensively. If you don’t promptly see that we are going to significantly increase your bottom line and cash flow, you are under no contractual obligation to continue.