Case Study On Retail Store Execution

2154 Words 9 Pages
Register to read the introduction… Granted, before starting the "Retail Store Execution" study, the Wharton experts knew that customer satisfaction was a dominant driver in successful retail sales transactions. But they didn't know what elements of an individual store's operating policies drove customer satisfaction and directly resulted in successful purchases for any and all traffic that walked into the door.

According to the results of the study, "Each day a given customer (traffic) arrives at a store representing potential demand. A fraction of this potential demand converts to actual sales depending on how well the store executes. Potential demand may fail to convert to actual sales if the store fails on any of four key execution elements: 1) the product the customer wants to buy isn't in the store because of a stock-out; 2) the customer needs help and can't find a store associate; 3) they (the customers) find an associate but the associate is not helpful; or 4) the checkout line is too long.
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In short, the study notes that it is "reassuring to see that satisfied customers do buy more," and "knowledgeable employees are instrumental in facilitating product

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