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Einzelhandel im Franchising: Chancen und Herausforderungen im Zeitalter des Webs 2.0

Here’s a great article from Torben Leif Brodersen (CEO, German Franchising Association, DFV) on retail franchising. It discusses how we should consider other areas of retail as well as the large supermarket and food chains.

It mentions that these other retail areas (such as clothing, electronics, furniture etc) make up 27% of the franchise economy (according to a study carried out by the DFV) and almost 30% of total sales in Germany (HDE study). However, Herr Brodersen also discusses the rise of internet and that all franchise retailers should consider this channel to reach consumers quicker and meet their needs faster.

Many Thanks to Herr Brodersen for the contribution.

………………………………

Online shoppingWer Einzelhandel hört, denkt zunächst an Supermärkte und die großen Lebensmittelketten. Aber das ist längst nicht alles, wie die vielen Bekleidungs-, Möbel-, Sportartikel-, Spielzeug- oder Elektronik-Fachgeschäfte zeigen, die im klassischen Sinne zum Einzelhandel dazu gezählt werden. Dass wiederum die Franchisewirtschaft viele dieser Sparten abdeckt, ist kein Geheimnis: Laut der aktuellen Studie des Deutschen Franchise-Verbandes e. V. (DFV) zur Entwicklung der Franchisewirtschaft stammen 27 Prozent der Systeme aus dem (Einzel-)Handel.

Diese Systeme stellen damit eine tragende Säule im Franchising dar und gehören gleichzeitig zur starken Mitte des gesamten Einzelhandels, die aus inhabergeführten und selbstständigen Facheinzelhändler und Lebensmittelhändler besteht. Denn laut Handelsverband Deutschland (HDE) erwirtschaftet diese Gruppe knapp 30 Prozent des Gesamtumsatzes in Deutschland. Was den Einzelhandel – ganz gleich ob im Franchise oder nicht – eint, ist der Dienstleistungsgedanke: Unternehmen bieten ihren Kunden Services und Angebote, um sie zu gewinnen oder zu binden. Hierzu zählt seit Jahren beispielsweise auch das Online-Shopping. Die Entwicklung macht es deutlich: Wurden laut HDE vor rund zehn Jahren „nur“ 2,5 Mrd. Euro Umsatz erzielt, so liegt die Quote momentan bei rund 29,1 Mrd. Euro. Und für 2013 wird der E-Commerce-Umsatz noch weiter wachsen.

Der Onlinehandel ist auch für das Franchising wichtig, da sich Kunden immer mehr vorab im Internet informieren. Wenn Kaufinteressenten dann noch die Möglichkeit haben, den gewünschten Artikel bzw. das gewünschte Produkt direkt online zu beziehen, sich Verbraucher in der Regel schneller bereit, zu kaufen. Darüber hinaus ist es eine Tatsache, dass Online-Käufer öfter einkaufen und auch mehr Geld ausgeben. Dieses Potenzial sollte die Franchisewirtschaft nutzen.

Allerdings wird im Franchising zu diesem Thema immer wieder ein vermeintlicher Konflikt heraufbeschworen: Es heißt dann, dass von den Gewinnen aus einem Online-Shop beim Franchisenehmer nichts ankommt. Viele Franchisesysteme, die bereits auf einen Online- bzw. Multi-Channel-Vertrieb setzen, beweisen allerdings das Gegenteil. Eine etablierte Möglichkeit ist, dass Franchise-Unternehmen im Internet generierte Umsätze in einen gemeinschaftlichen Werbepool einfließen lassen – zum Vorteil von Franchisegeber und Franchisenehmer. Dieses Beispiel hat bereits etliche Nachahmer gefunden. Franchisegebern, die sich mit dem Thema noch nicht auseinandersetzen, rät der DFV, sich der Entwicklung nicht zu verschließen, da die Bedeutung des E-Commerce sicherlich noch weiter zunehmen wird. Wichtig ist auf jeden Fall, dass Franchisegeber gemeinsam mit den Franchisepartnern Lösungen finden, von denen alle profitieren.

 Torben L. Broderson (DFV)

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What’s to be Learned From the Case of Jamie Oliver and 30,000 Missing Napkins?

Jamie Oliver's napkins

Upon discovering that Jamie Oliver loses 30,000 napkins a month to petty-theft, I could not help but feel slightly disappointed. Did no one, for example, have the imagination to pinch all occurrences of the letter ‘S’ from his menus? Or perhaps his well-thumbed edition of ‘The Little Book of Right Pukka Mockney Vocabulary… Guvnor’? It was also dispiriting to learn that someone who strives to model himself on a cross between the Artful Dodger and Pete Beale should so willingly turn grass and start squealing.

Jamie, mistakenly, put this spate of kleptomania down to the recession, but it is nothing new. Back when business was booming and everyone had their pockets stuffed with enough £50 notes not to bother with the napkins, Quaglino’s found their ashtrays proved just as popular amongst London’s light-fingered diners. They estimated to have lost more than 25,000 of the Terence Conran-designed ashtrays which went on to acquire cult status among foodies and aesthetes alike. At the time Quaglino’s turned this misfortune into a PR opportunity, launching an ashtray amnesty in the Evening Standard offering a free glass of bubbly for every ashtray returned. Incidentally few made their way home.

It really isn’t that uncommon. Who can honestly say that, after one too many, they haven’t wandered home with a pint glass, slipped the salt shaker in the pocket of an unsuspecting friend, or disconnected a toilet and worn it home as a hat? Anyone? No, me neither.

It is just one of many behind the scenes costs restaurants incur to which the majority of customers are completely oblivious. We have all felt that pang of outrage when, perusing the wine list you notice a bottle you saw in the supermarket a week earlier at less than half the price. But it’s easy to forget that restaurateurs have to pay for a waiter to recommend and pour the wine, the table you’re sitting at to drink it and the glass you sip it from. In a fortnight’s time that very same glass will wander off in a handbag in the name of hen party high-jinx.

A successful restaurateur has to consider a vast number of differentials and somehow, turn it all into a profit. Factoring in the changing price of ingredients, kitchen equipment wear-and-tear, special offers, staff and the rent on a high-profile location requires careful consideration. If like, Jamie Oliver, you operate restaurants up and down the country and have a number of best-selling cookery books, then you can probably afford to lose the occasional napkin. What’s more the bigger boys normally have complex back-end systems in place that can take on board variables in price and react accordingly. Through the advent of cloud computing, these systems are becoming more widely available throughout the sector and it’s not before time.

Unless smaller restaurants can maintain control of these myriad costs, while simultaneously fending off grasping revellers, hell-bent on relieving them of anything they can fit in their pockets, bags or feasibly pass off as a hat, then they will struggle to stay in business. The demise of small independent restaurants would be a considerable loss and, I believe, the final nail in the High Street’s coffin.

Steven Hope, Co-founder and Director of etc hospitality

http://www.huffingtonpost.co.uk/stephen-easthope/whats-to-be-learned-from-_b_2009932.html


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Morrisons snaps up six HMV stores and 49 Blockbuster stores for rebranded convenience chain, Morrisons M local

M LocalMorrisons is buying six HMV stores and 49 Blockbuster stores from the companies’ administrators, Deloitte, as it begins an accelerated expansion of its convenience chain. The supermarket has also announced that its convenience stores will switch from the current M local name to a new Morrisons M local fascia

The purchase of the HMV and Blockbuster stores follows the retailer’s acquisition of seven Jessops stores earlier in the year. They give Morrisons quick access to a significant number of high street and neighbourhood locations across the country, particularly in South East England.

With these purchases, Morrisons looks set to exceed its target of operating 70 convenience stores by the end of 2013. Morrisons currently trades from 13 convenience stores across the UK.

It opened its first London Morrisons M local in Uxbridge Road last month (February) and has acquired a 100,000sq ft multi-temperature distribution centre in Feltham, West London. The DC (distribution centre) will become the hub of a bespoke distribution network in the region.

Gordon Mowat, managing director of Morrisons Convenience, said: “We are rolling out the Morrisons M local estate at pace this year and these acquisitions give us a kick start in securing a solid foothold in this key sector. The convenience market is growing as more people shop locally and we want to be in a position to take advantage of this. Morrisons M locals offer a differentiated fresh shopping experience with half the space dedicated to fresh food and scratch cooking all at great prices.”

Commenting on the Blockbuster deal, Lee Manning, partner Deloitte LLP, said: “This transaction represents a good deal for both the creditors of Blockbuster and Morrisons and we are pleased that these stores have found an alternative user that can create new employment. This group of stores is expected to be the first of a number of group and individual store transactions to arise from the Blockbuster portfolio given the significant levels of occupier interest for many of the assets.”

Morrisons said it will use its position as the largest fresh food manufacturer in the UK to put fresh food at the centre of its convenience offer. All Morrisons M locals will have over 100 lines of fresh fruit and vegetables as well as strong presence for fresh meat, fish and bakery.

Insight’s FOC 2013 store tour in London will include a visit to a new M local store format. The tour takes places on Friday, Sept 27, following the Insight NACS FOC2013 conference in London.

http://www.petrolplaza.com/news/industry/MiZlbiYxNDg5OCYmMQ%3D%3D