ReportWire

Tag: Retailers

  • A New Forecast Sees Less Seasonal Holiday Hiring This Year. Here’s Why

    [ad_1]

    There may be a lot less ho-ho-hoing in 2025’s holiday season hi-hi-hiring. Early evidence suggests that businesses may be planning to fill fewer jobs than usual during the last three months of the year, even as the number of people looking for those positions surges.

    The looming holiday season employment slowdown comes as national job creation has essentially flatlined since spring. The last official data before the government shutdown indicated monthly hiring rates dipped to an average of 26,750 new positions from May through August, largely because companies concerned about the economy’s health limited recruitment to replacing departing employees. Now that caution appears to have also been adopted by retailers and other businesses that typically add extra staff during the last months of the year to handle the expected boost in consumer buying.

    A report by executive outplacement company Challenger, Gray, and Christmas released in September forecasted retailers to only add 500,000 seasonal positions this year. It noted that volume would represent the lowest rate of year-end hiring since 2009. The company said those cautious staffing plans reflect the same concerns as other business owners who aren’t doing much hiring. Those worries include the impact of import tariffs, relatively high and enduring inflation rates, and potentially reduced spending by consumers whose budgets are being pinched by higher prices.

    A report by job posting platform Indeed painted a less Grinchy holiday season employment picture, but it still wasn’t terribly merry.

    An analysis by its Hiring Lab research unit found year-end employment opportunities on September 30 were just 2.7 percent higher than on the same date last year. But at the same time, the number of people seeking those positions were 27 percent greater than in September 2024, and 50 percent higher than during the same month in 2023.

    “The level of searches related to seasonal work is far above levels seen immediately before and after the pandemic,” wrote Indeed economist Cory Stahle in a recent Hiring Lab blog post. “But while searches have soared, the number of seasonal jobs available has not… This holiday hiring season will likely be highly competitive for job seekers, with fewer positions available and increased worker interest.”

    Of course, things may change over the next few weeks if retailers and other companies that rely on big year-end business ramp up their hiring plans as the holidays near. But another detail Hiring Lab discovered suggests those belated recruitment hopes may be a long shot. Its analysis found only 2.1 percent of seasonal job postings so far have stressed an urgent need for help, far lower than the 10 percent level in September 2021.

    By contrast, people looking for that work are really in need of seasonal jobs. The higher numbers of people searching for those opportunities indicate many employment seekers have learned the lessons from several months of a sluggish national employment market — and have started looking for year-end opportunities early. If so, that could be be worsening the supply and demand mismatch.

    “It’s possible that some of this shift in timing represents job seekers adjusting to a cooling labor market, longer hiring times, and less employer urgency,” Stahl wrote. “Beyond urgency, workers may also feel the need to get their foot in the door earlier because they are competing for a shrinking pool of holiday jobs… The result is a more competitive seasonal job market with fewer opportunities for a growing supply of workers.”

    Not all retailers are holding back as 2025 nears its end. Spirit Halloween said it’s recruiting as many people as it did last year, and Amazon is hiring 250,000 seasonal workers. Other big chains have said they’re adding unspecified numbers of employees to their staffs, while others declined to reveal their holiday season hiring plans.

    The upshot, Indeed’s Hiring Lab said, is that so far this year, businesses with doubts about the economy are showing similar reluctance to significantly expand headcounts in the holiday run-up as they did this summer. While that’s bad news for seasonal job seekers, it should make recruitment easier for employers who are adding year-end staff.

    “Seasonal work is still out there, but it’s not as easy to come by as it was a few years ago,” Stahl wrote. “All told, this year’s holiday season looks to be a tougher one for job seekers and a little easier for employers.”

    [ad_2]

    Bruce Crumley

    Source link

  • Stock news for investors: Cenovus boosts MEG Energy stake to 9.8% – MoneySense

    [ad_1]

    The Cenovus offer values MEG at $8.6 billion, including assumed debt, and is made up of half cash and half stock. MEG shareholders are set to vote on the proposal on Oct. 22.

    Cenovus and MEG have neighbouring oilsands properties at Christina Lake, south of Fort McMurray, Alta.

    Source Google MEG
    Source Google CVE

    Parkland-Sunoco deal receives Investment Canada Act approval

    U.S. fuel distributor Sunoco LP’s proposed takeover of Calgary-based fuel retailer and refiner Parkland Corp. (TSX:PKI) has cleared a key regulatory milestone with Ottawa’s approval under the Investment Canada Act. The transaction is expected to close in the fourth quarter of this year, subject to remaining regulatory approvals and the satisfaction or waiver of customary closing conditions, Parkland said in a release Tuesday. A review under the Investment Canada Act considers whether foreign investments would be a net benefit to the country or cause potential harm to national security. 

    The Parkland-Sunoco deal was announced at a time of fraught Canada-U.S. relations and amped-up resource nationalism amid the onslaught of U.S. President Donald Trump’s tariffs. Earlier this year, Ottawa recently updated national security guidelines under the act to account for potential harms to Canada’s economic security. The government said it will consider the size of the Canadian business, its place in the innovation ecosystem and the impact on Canadian supply chains.

    Parkland and Sunoco announced the friendly cash-and-stock deal valued at US$9.1 billion including assumed debt in May following a bitter proxy battle with investors in the Canadian company unhappy with its performance and strategy. 

    Parkland owns the Ultramar, Chevron and Pioneer gas station chains as well as several other brands in 26 countries. Sunoco outlets that had long operated in Canada were rebranded in 2009 under the Petro-Canada banner. Parkland also runs a refinery in Burnaby, B.C., which supplies nearly one-third of the region’s domestically supplied gasoline and jet fuel.

    The deal cleared a key U.S. antitrust hurdle last month when the waiting period under the Hart-Scott-Rodino Act expired. Shareholders approved the takeover in June.

    Source Google

    Cineplex selling Cineplex Digital Media to U.S. company Creative Realities for $70M

    Cineplex Inc. (TSX:CGX) has signed a deal to sell its Cineplex Digital Media subsidiary to Creative Realities Inc., a U.S.-based digital signage company, for $70 million. CDM offers digital signage for a wide range businesses including retailers and banks as well as digital menu boards for restaurants.

    Article Continues Below Advertisement


    As part of the deal, Cineplex has signed a long-term agreement to continue as CDM’s exclusive advertising sales agent for CDM operated digital-out-of-home networks across Canada. 

    Cineplex chief executive Ellis Jacob says the sale will provide the company with meaningful capital to continue to deliver value for shareholders. Cineplex says proceeds of the sale will be used to strengthen its balance sheet and provide cash for share buybacks, debt reduction, and general corporate purposes.

    The deal is expected to close in the coming weeks, subject to regulatory approvals and other customary closing conditions.

    Source Google

    MoneySense’s ETF Screener Tool

    Read more about investing:



    About The Canadian Press


    About The Canadian Press

    The Canadian Press is Canada’s trusted news source and leader in providing real-time stories. We give Canadians an authentic, unbiased source, driven by truth, accuracy and timeliness.

    [ad_2]

    The Canadian Press

    Source link

  • Stock news for investors: Cineplex and Aritzia post strong results despite industry headwinds – MoneySense

    [ad_1]

    Cineplex says box office revenue for the third quarter totalled $159.5 million, down from $174.9 million a year earlier.

    Cineplex chief executive Ellis Jacob says outside a tough comparative last August, with the release of Deadpool & Wolverine, the third-quarter box office performed well compared with a year ago. He added that the success of Taylor Swift, The Official Release Party of A Showgirl last weekend marked a dynamic start to the fourth quarter.

    Cineplex has 171 movie theatres and entertainment venues across Canada.

    Source Google

    Aritzia’s Q2 profit surge driven by U.S. customer growth, operational changes: CEO

    Artizia Inc. (TSX:ATZ)

    Numbers for its second quarter of 2025:

    • Profit: $66.3 million (up from $18.2 million a year ago)
    • Sales: $812.1 million (up from $615.7 million)

    Aritzia Inc. said strength in its U.S. business and moves to avoid higher shipping fees boosted its latest quarterly results. “We’ve seen outstanding new customer growth in the United States, where our base of loyal clients expands quarter after quarter. We’re also super pleased with our second-quarter results in Canada,” Aritzia CEO Jennifer Wong told analysts on a call Thursday. 

    The Vancouver-based clothing retailer reported $66.3 million in net income during its second quarter, up from $18.2 million during the same period last year. Its net revenue rose by almost a third to $812.1 million, from $615.7 million during the same period a year earlier. 

    The company said its U.S. net revenue rose more than 40 per cent to $486.1 million, accounting for just under 60 per cent of its total revenue. Wong also noted the company launched a new international e-commerce platform in August, which she said was fuelling higher revenue growth. “Its performance in the first six weeks has meaningfully exceeded our expectations, and we’re confident we’ll hit our target to triple sales within two years or less,” she said. 

    In August, the U.S. ended what’s known as the de minimis exemption, which had allowed packages worth $800 or less to ship south of the border without duties. “Previously, under the de minimis exemption, we utilized our existing supply chain network in Canada to fulfil a portion of U.S. e-commerce orders. However, the removal of the de-minimis exemption in August required an operational pivot,” Wong said. 

    She said the company relocated all U.S. order fulfilment to its Ohio distribution centre, which was expanded last year to more than double its previous size. Wong said the company hired additional staff at the facility. 

    Article Continues Below Advertisement


    “Despite headwinds from the elimination of the de minimis and higher reciprocal tariff rates on Vietnam and Cambodia, our proactive mitigation strategies and strong revenue growth have positioned us very well,” she said. “As a result, our margin outlook for fiscal 2026 is unchanged at 15.5 to 16.5 per cent. We’re leveraging our agile global supply chain to minimize tariff exposure where possible.” 

    Todd Ingledew, Aritzia’s chief financial officer, said that due to the retailer’s year-to-date performance and improved expectations for the second half of the year, it is raising its net revenue forecast for the full fiscal year to between $3.3 billion and $3.5 billion. In its first-quarter report in January, Aritizia had predicted net revenue of $3.1 billion to $3.25 billion. 

    For the second quarter, Aritzia’s net income per diluted share came in at 56 cents compared to 16 cents per diluted share a year earlier. On an adjusted basis, Aritzia’s net income amounted to $69.8 million, rising from $24.5 million during the second quarter of last year.

    Source Google

    U.S. government to take 10-per-cent stake in Canadian mining company Trilogy Metals

    Vancouver-based Trilogy Metals Inc. (TSX:TMQ) says the U.S. government will take a 10% stake in the mineral exploration company, which has mining interests in Alaska that Washington wants to see developed. The U.S. government is spending US$35.6 million on the stake, and has options to increase it further in the future. The transaction remains subject to regulatory and other approvals.

    The announcement comes as U.S. President Donald Trump signed an executive order that directs a road to be built in Alaska allowing access to the Ambler mining district, an area rich in copper where Trilogy Metals has an interest through a joint venture. The long-debated Ambler Road project was approved in the first Trump administration, but was later blocked by the Biden administration after an analysis determined the project would threaten caribou and other wildlife and harm Indigenous peoples that rely on hunting and fishing. 

    “This proposed partnership with the U.S. Government represents a significant milestone for Trilogy Metals and for the development of a secure, domestic supply of critical minerals for America in Alaska,” Trilogy Metals CEO Tony Giardini said in a news release. The partnership interest underscores the strategic importance of Trilogy’s Upper Kobuk Mineral Projects in supporting U.S. energy, technology, and national security priorities, he said.

    U.S. Secretary of the Interior Doug Burgum said the investment will help secure critical mineral supplies. 

    “They’re (Trilogy Metals) one of the companies that has mining claims in this area that is a remote wilderness right now, and again making that investment so we can make sure that we’re securing these critical mineral supplies and that ownership in that company will benefit the American people,” he said. 

    [ad_2]

    The Canadian Press

    Source link

  • Stock news for investors: Spinoffs, acquisitions, and market moves – MoneySense

    [ad_1]

    Maple Leaf Foods is keeping a 16 per cent stake in Canada Packers and the two companies have entered into an evergreen supply agreement. It will also be an anchor customer for Canada Packers which will supply pork for its prepared meats business.

    Michael McCain, executive chair at both companies, says Maple Leaf Foods and Canada Packers are moving forward as independent entities, each with a clear investment profile and experienced teams. He says the McCain family and McCain Capital Inc. are fully committed to the future of both companies.

    Source Google

    TMX Group acquires U.S.-based data and analytics provider Verity

    TMX Group (TSX:X) says it has acquired Verity, an investment research management system, data, and analytics provider. Financial terms of the agreement were not immediately available.

    Verity has two core products. VerityRMS is a research management system, while VerityData offers enhanced data sets and insights primarily focused on public equity filings.

    TMX Datalinx president Michelle Tran says the addition of Verity strengthens the company’s ability to serve a growing global client base.

    TMX Group is the operator of the Toronto Stock Exchange and other markets.

    Source Google

    MEG Energy says Glass Lewis recommends shareholders back Cenovus offer

    MEG Energy Corp. (TSX:MEG) says a second major independent proxy advisory firm has recommended its shareholders back a takeover offer for the company by Cenovus Energy Inc. (TSX:CVE). The company says Glass, Lewis & Co. has issued a report recommending shareholders vote for the cash-and-stock offer by Cenovus over a rival all-stock offer by Strathcona Resources Ltd.

    The report comes after proxy advisory firm Institutional Shareholder Services Inc. said last week that MEG shareholders should support the Cenovus bid.

    Article Continues Below Advertisement


    The Cenovus offer must be approved by a two-thirds majority vote by MEG shareholders, expected to be held on Oct. 9. Strathcona (TSX:SCR) has said it intends to vote its 14.2 per cent interest in MEG against the deal.

    Cenovus and MEG have side-by-side oilsands properties at Christina Lake, south of Fort McMurray, Alta., while Strathcona also has operations in the region.

    Source Google

    Stella-Jones signs deal to buy Brooks Manufacturing for US$140 million

    Utility pole company Stella-Jones Inc. (TSX:SJ) has signed a deal to buy U.S.-based Brooks Manufacturing Co. for US$140 million.

    Brooks is a maker of treated wood distribution crossarms and transmission framing components. It was founded in 1915 and operates a facility in Bellingham, Wash.

    Stella-Jones chief executive Eric Vachon called the acquisition a natural fit. “The addition of Brooks bolsters Stella-Jones’ suite of solutions, enhancing its ability to meet the growing demand of utilities and unlock new growth opportunities,” Vachon said in a statement Tuesday. “The acquisition reflects our strategic focus and aligns with our vision to make Stella-Jones a partner of choice to our infrastructure customers.”

    Brooks’ sales for 2024 totalled about US$84 million. 

    RBC Capital Markets analyst James McGarragle called the deal a “strategically positive move.” “It creates a valuable growth platform for Stella-Jones by diversifying its product offering and leveraging Brooks’ established brand and customer relationships,” McGarragle wrote in a note to clients. “Furthermore, the acquisition aligns with Stella-Jones’ long-term strategic objectives to expand beyond traditional product categories and accelerate growth in the infrastructure segment, positioning the company to capitalize on ongoing investments in utility modernization.”

    The deal is subject to closing conditions, including U.S. regulatory approval, and is expected to occur by the end of the year. The deal for Brooks follows the acquisition by Stella-Jones of Locweld Inc., a designer and manufacturer of lattice transmission towers and steel poles, earlier this year.

    [ad_2]

    The Canadian Press

    Source link

  • Stock news for investors: BlackBerry reports Q2 profit growth while Air Canada slashes guidance post-strike – MoneySense

    [ad_1]

    On an adjusted basis, BlackBerry says it earned four cents US per share for the quarter compared with zero cents US per share a year earlier.

    Revenue for the company’s latest quarter totalled US$129.6 million, up from US$126.2 million a year earlier. The increase came as its QNX segment revenue rose to US$63.1 million, up from US$54.7 million a year ago, while secure communications revenue fell to US$59.9 million compared with US$66.5 million. Licensing revenue amounted to US$6.6 million, up from $5.0 million a year earlier.

    In its outlook for its full year, BlackBerry says it now expects full year revenue of US$519 million to US$541 million, up from earlier guidance for US$508 million to US$538 million.

    The company also raised its guidance for its adjusted earnings per share for its full year to between 11 cents US and 15 cents US, up from earlier expectations for between eight cents US and 10 cents US.

    Return to menu

    Air Canada lowers full-year guidance as hit from strike estimated at $375M

    Air Canada (TSX:AC)

    Adjusted guidance for the year:

    • Previous: $3.2 billion to $3.6 billion
    • Adjusted: $2.9 billion to $3.1 billion
    Source Google

    Air Canada has lowered its guidance for the year after taking a hit from the flight attendant strike that took place earlier this summer. The Montreal-based airline said in a press release that it estimates the cost of the labour disruption was $375 million on operating income and adjusted earnings before interest, taxes, depreciation and amortization.  

    Air Canada said that it now expects to make between $2.9 billion and $3.1 billion in adjusted EBITDA for the full year. This is in comparison to the airline’s previous 2025 guidance that it suspended in August, which had projected adjusted EBITDA between $3.2 billion and $3.6 billion. 

    For the third quarter, Air Canada said it expects operating capacity to decline by around 2%  from the same period last year, due to the cancellation of more than 3,200 flights. It also expects operating income between $250 million and $300 million during the quarter. 

    Article Continues Below Advertisement


    The airline said three factors combined for the $375 million financial impact of the strike. The first is an estimated $430 revenue hit from refunds, customer compensation and lower travel bookings. It also had about $90 million in incremental costs associated with reimbursements for customers and some labour operating costs. However, the company also saved $145 million, primarily due to lower fuel costs, which reduced the loss. 

    The Air Canada flight attendant strike lasted three days and ended on Aug. 19, though it took longer to ramp up to full operations. 

    Earlier this month, Air Canada flight attendants massively rejected the employer’s wage offer, with the airline saying the wage portion will now be referred to mediation as previously agreed to by both sides.

    The tentative deal that was voted down raised wages for workers and established a pay structure for time worked when aircraft are on the ground.

    Return to menu

    MoneySense’s ETF Screener Tool

    Read more about investing:



    About The Canadian Press


    About The Canadian Press

    The Canadian Press is Canada’s trusted news source and leader in providing real-time stories. We give Canadians an authentic, unbiased source, driven by truth, accuracy and timeliness.

    [ad_2]

    The Canadian Press

    Source link

  • Stock news for investors: Groupe Dynamite Q2 profit jumps to $63.9M on strong sales growth – MoneySense

    [ad_1]

    The fashion retailer, which operates under the Garage and Dynamite banners, says its profit amounted to 56 cents per diluted share for the quarter ended Aug. 2, up from 38 cents per diluted share in the same quarter last year. On an adjusted basis, Groupe Dynamite says it earned 57 cents per diluted share, up from an adjusted profit of 40 cents per diluted share a year earlier.

    Revenue for the 13-week period totalled $326.4 million, up from $239.1 million a year ago, while its comparable store sales rose 28.6%.

    In its outlook, Groupe Dynamite says it now expects comparable store sales growth between 17.0% and 19.0% for its full year, up from earlier expectations for between 7.5 and 9.0%. It also raised its expectations for its adjusted earnings before interest, taxes, depreciation and amortization margin to between 32.0% and 33.5%, up from earlier guidance for between 30.3% and 32.3%.

    Return to menu

    Roots reports $4.4 million net loss in Q2 despite summer marketing campaigns

    Roots (TSX:ROOT)

    Numbers for the second quarter (all figures in USD):

    • Loss: $4.4 million (down from $5.2 million loss a year earlier)
    • Revenue: $50.8 million (up from $47.7 million a year earlier)
    Source Google

    Roots Corp. offered some buzzy marketing campaigns and brand collaborations over the summer in hopes of driving traffic to the retailer but still wound up reporting a loss during the period.

    The Toronto-based apparel maker said Wednesday its second-quarter net loss narrowed to $4.4 million compared with a $5.2-million loss a year earlier. The result for the period ended Aug. 2 amounted to a loss of 11 cents per share for the quarter compared with a loss of 13 cents per share a year prior. Meanwhile, second-quarter sales reached $50.8 million, up from $47.7 million.

    Roots CEO Meghan Roach told financial analysts on a conference call Wednesday that it is typical for the company to generate about 30% of its sales in the first half of the year, often leaving it with a loss as it heads into the fall and winter. 

    However, the second-quarter results this year came in spite of tense trade relations between Canada and the U.S., which have made shoppers more cautious. “Despite the dynamic global operating environment, Roots continues to build positive momentum as we head into the second half of the year,” Roots chief financial officer Leon Wu said on the same call as Roach.

    Article Continues Below Advertisement


    Much of that momentum has come from direct-to-consumer sales, which include corporate retail store and e-commerce sales. In the second quarter, direct-to-consumer sales totalled $41 million, up 12.7% from the year before. Direct-to-consumer comparable sales growth was 17.8%.

    Wu saw the increase as a reflection of customers responding well to the company’s spring and summer collections as well as its recent marketing campaigns. The campaigns helped Roots increase engagement and made the brand feel more accessible, Roach said. Included in the campaigns were instances where Roots transformed a parking lot into nature-inspired spaces for golf and tennis.

    The company also hosted a pop-up in Toronto to promote a summer capsule collection with ginger ale maker Canada Dry. The collection included hoodies and graphic tees featuring Canada Dry’s logo and vintage advertisements.

    “Together, these collaborations amplified brand heat, reinforced our heritage positioning, and extended our reach for authentic Canadian cultural moments,” Roach said. “We will continue to use selective partnerships and experiences to build that brand perception and support full-price sell through into fall.”

    Return to menu

    Transat A.T. reports $399.8-million Q3 profit, revenue up from a year ago

    Transat A.T. Inc. (TSX:TRZ)

    Numbers for the third quarter (all figures in USD):

    • Profit: $399.8 million (up from a loss of $39.9 million a year earlier)
    • Revenue: $766.3 million (up from $736.2 million a year earlier)
    Source Google

    Transat A.T. Inc. reported a net income of $399.8 million in its latest quarter compared with a loss of $39.9 million in the same quarter last year, as its revenue rose 4.1%.

    The parent company of Air Transat says the profit amounted to $9.97 per share for the quarter ended July 31, compared with a loss of $1.03 per share a year earlier.

    On an adjusted basis, Transat says it had a loss of 28 cents per share in its latest quarter, compared with an adjusted loss of 93 cents per share in the same quarter last year.

    [ad_2]

    The Canadian Press

    Source link

  • ‘You might think you’re getting away with it’: California lawyer reveals the real reason Target ‘lets’ you steal. Here’s why it’s worse than you think

    [ad_1]

    Theft is a costly headache for retailers large and small. Every year, millions and millions of dollars worth of items are pilfered from shelves and trucks across the country. To minimize losses, businesses are always looking for new ways to combat theft. Major international retailer Target may have hit upon one that has a criminal defense attorney issuing a dire warning.

    According to California-based public defender Vee (@legallyveee), Target doesn’t simply nab you the moment they suspect shoplifting. She says that instead, it lets the alleged thief continue swiping items—up to a point.

    “They don’t just get you on the freaking one dollar that you think you got away with one time,” Vee says in a viral TikTok. “They get you, they ID you, and they aggregate every time that you steal until the amount goes over to be a felony charge.”

    Vee claims that her public defender’s office has seen an “insane” increase in cases brought by Target this year. She also notes that her video isn’t meant to be taken as legal advice and is simply her opinion.

    According to Vee, people mistakenly believe they’re getting away with stealing. But Target is watching.

    “You’re not getting away with it. They are waiting on you. They are looking at you,” she says. And how are they tracking you? With “very expensive cameras.”

    Her TikTok has 2.2 million views as of this writing. Vee did not respond to an emailed inquiry sent Tuesday morning.

    Bullseye on Target shoplifters

    Every year, thieves pocket more than $100 billion from U.S. retailers. As one of the largest retail companies in the country, Target alone loses hundreds of millions annually to shoplifting.

    After 2023’s $500 million increase in what’s known as “shrink,” which includes losses due to theft, poor recordkeeping, and damage, Target implemented a multipronged strategy to combat the issue. It closed nine stores hardest hit by shrink, placed oft-pilfered items in locked cases, and partnered with government agencies.

    Vees suggests that part of this strategy entails letting people steal until it becomes a felony.

    This allegation against Target has been circulating for years. In 2020, seven current and former Target employees around the country told Business Insider that it does have a policy of aggregating incidents into felony charges.

    The company denied it. “We don’t have any policies in place to hold or bundle shoplifting charges until they reach a felony level,” it told the outlet.

    One former employee reportedly said that the retail giant singles out the ones who steal the most.

    “The people that Target waits to build a case on are not your run of the mill shoplifter; these are professional thieves,” they told Business Insider.

    By waiting for someone to cross the monetary threshold into felony theft, which differs in each state, Target is making it more likely that the person will face stricter penalties, potentially including prison time.

    If what Vee says is true, Target may be trying to build these cases against more repeat shoplifters. The company didn’t respond to an email sent Tuesday morning.

    Last year, a California woman was convicted of stealing a cumulative $60,000 of merchandise from Target in 120 separate incidents over a year, per USA Today.

    It’s not clear whether the incidents were aggregated, however. The jury found her guilty of one felony and 52 misdemeanors.

    For reasons unknown, many people decided to use the comments section on Vee’s video as a sort of confessional. Many admitted to stealing from Target and other stores in the past.

    “I haven’t stole from target in about 3 years but I used to steal really bad back then and I’m just glad God convicted me and I’ve moved past stealing it was like a literal addiction,” one person said.

    One copped to a legal, if ethically questionable, way to save. “I hide clearance items till they go 70% off, then I pay that price,” they wrote.

    In a comment on one of Vee’s follow-up videos, another joked, “Target running to the comment section to screenshot all the confessions before they hit y’all with that felony charge.”

    Vee’s message for would-be shoplifters looking to avoid catching a charge is simple: don’t.

    “Please stop stealing from Target. And from everywhere else!” she says.

    @legallyveee ♬ original sound – Vee?

    Have a tip we should know? [email protected]

    Image of Claire Goforth

    Claire Goforth

    Claire Goforth is a contributing writer to The Mary Sue. Her work has appeared in the Guardian, Al Jazeera America, the Miami New Times, Folio Weekly, the Juvenile Justice Information Exchange, the Florida Times-Union, the Daily Dot, and Grace Ormonde Wedding Style. Find her online at bsky.app/profile/clairegoforth.bsky.social and x.com/claire_goforth.

    [ad_2]

    Claire Goforth

    Source link

  • “Everything companies”: How Amazon’s playbook is reshaping competition in Canada – MoneySense

    “Everything companies”: How Amazon’s playbook is reshaping competition in Canada – MoneySense

    [ad_1]

    This way of thinking about a company’s value isn’t necessarily new. Ray Kroc, the founder of McDonald’s, is said to have once asked a group of MBA students to tell him what business they thought he was in. They volunteered that he was in the hamburger business. He countered that, “My business is real estate.” Similarly, Baker describes HBC primarily as “an investment company at the crossroads of real estate, operating companies and digital companies.”

    Canadian Tire: Much more than a retailer

    Similarly, Canadian Tire is typically thought of as a retailer, but its ecosystem is more complex than most people may appreciate, as their suite of assets extends beyond their most recognisable store. Over time, the firm’s acquisitions of Mark’s (formerly Mark’s Work Wearhouse), Party City, the Helly Hansen apparel brand, and SportChek have allowed the firm to combine assets in retail, automotive and gasoline, financial services and specialty brands, enhancing the firm’s retail footprint and strengthening its market position across multiple sectors.

    The company is also known for its paper Canadian Tire money, first introduced in 1958, an early cash rewards loyalty program. Using its own pseudo-currency made the store feel like a board game come to life and was extremely popular. Today, Canadian Tire money is digital, and the Canadian Tire Bank has been licensed under the Banking Act since 2003. Canadian Tire Financial Services is a subsidiary of the company and now offers credit cards, insurance products, and other financial services. So, is Canadian Tire a bank, an insurer, or a retailer? It’s all of the above. And this plays a significant role in driving loyalty, measured by the frequency and amount that the consumer spends through their Triangle Rewards program, which replaced Canadian Tire Money in 2018.

    Investors can even invest in Canadian Tire’s collection of real estate holdings through a REIT (real estate investment trust) through the Toronto Stock Exchange. The REIT owns the buildings and land that Canadian Tire (and other of its retail brands) lease from them. The contracts stipulate that the REIT is entitled to annual rent increases.

    The collection of these assets and subsidiaries creates a mutually reinforcing flywheel for the business. It also complicates the definition of Canadian Tire’s relevant marketplace. How should an analyst account for the gas stations and convenience stores owned by Canadian Tire Petroleum, where people collect points and other incentives through Triangle Rewards? Or PartSource, the specialty automotive parts retailer owned by Canadian Tire? The same question is raised with Mark’s (clothing and footwear), SportChek (sports apparel), Helly Hansen (outdoor apparel) or Party City (party supplies). The more diverse holdings a company has, the more difficult it can be to value the company.

    Overly simplistic calls for more competition miss this critical point and simplify an increasingly complex set of economic questions. More and more companies are moving from competing within industries to competing to accumulate vast ecosystems of assets. Trying to put companies into neatly defined buckets or industries misses the point. Commerce is a complex web of relationships among many different stakeholders. Just when you think you’ve wrapped your mind around it, a company can shape-shift and confound a rigid sectoral definition.

    Companies increasingly want to insert themselves into every aspect of our daily lives, enveloping us in their ecosystem. As we go about our daily lives, everything we do becomes a cash-out opportunity, and we transfer a bit of our paycheque to a monopolist or oligopolist. Industries, be gone. We are the asset.


    Excerpted from The Big Fix: How Companies Capture Markets and Harm Canadians by Denise Hearn and Vass Bednar. Copyright 2024. Reprinted by permission of Sutherland House Books.

    [ad_2]

    Denise Hearn

    Source link

  • Why Can’t We Resist Black Friday? A Behavioral Economist Explains. | Entrepreneur

    Why Can’t We Resist Black Friday? A Behavioral Economist Explains. | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Imagine you put on an old coat you haven’t worn in a while and, to your surprise, you find a crumpled $20 bill in your pocket. How good does it feel? Do you go up half a notch on a one-to-ten mood scale, or maybe a full-notch?

    Let’s imagine a different scenario. You’re doing the laundry, take out a just-washed pair of pants, and discover you forgot a $20 bill in the pocket — which has been completely ruined. What does that do to your mood on a one-to-ten scale?

    If you’re like most people, you feel much worse about losing $20 than about gaining $20. That tendency is called loss aversion, one among many dangerous judgment errors that behavioral scientists call cognitive biases. The mental blindspot called loss aversion is one of the most fundamental insights of a field of behavioral science called prospect theory in the last few decades.

    Loss aversion is one of the three key reasons why our minds get sucked — and suckered — into Black Friday and Cyber Monday sales. Retailers know that our intuitive reaction is to avoid losses, with research showing this drive might be up to twice as powerful as the desire to make gains. By offering short-term sales, available only on Black Friday or Cyber Monday, they tap into our deep intuition to protect ourselves from the loss of the opportunity represented by the sale.

    Similarly, loss aversion helps explain why so many marketing techniques involve trial periods and free returns. Retailers know that once you buy something, you’ll be averse to losing it.

    In a classic research study illustrating this tendency, participants were divided into two groups: one was given a chocolate bar and the other a mug. Then, they were offered the chance to trade what they had for the other object. Of the students given the mug first, only 11% chose to trade it for the chocolate bar, and only 10% of the students who got the chocolate first exchanged it for the mug.

    We want whatever we have and are reluctant to lose it — such as an opportunity to buy something at a lower price during a short time period during Black Friday or Cyber Monday sales. In fact, behavioral scientists have a special term for people putting excessive value and being reluctant to give up whatever they have: the endowment effect, a specific form of loss aversion.

    Let’s imagine a different scenario. It’s Cyber Monday, and you decided to check out the deals on an e-commerce website. You feel confident you’ll only get one or two of the best deals. But once you visit the website, you’re hooked. All those deals look great. The discounted prices are too good to pass up. So you end up taking advantage of a bunch of deals and purchase much more than you intended to in the first place.

    Why did that happen? Why couldn’t you control yourself? It’s due to a cognitive bias called the restraint bias. We substantially overestimate the extent to which we can restrain our impulses. In other words, we have less self-control and weaker willpower than we like to think we do.

    Related: Online Scams Are More Sophisticated Than Ever. Here’s How to Shop Safely on Black Friday and Cyber Monday, According to a Cyber Intelligence Expert.

    That’s why so many people overeat at buffet restaurants. If we had good self-control, buffet restaurants would be great: We could get whatever we want at a cheaper price than ordinary restaurants. Yet the problem is that we overestimate our ability to control our impulsive desire to take more food, and loss aversion causes us to try to avoid losing the opportunity to take the wide variety of food available at buffets.

    Black Friday and Cyber Monday are the shopping equivalent of buffet restaurants. So many tempting deals around, with loss aversion driving us to not want to lose out, all resulting in shopping much more than we wanted.

    The final key psychological reason why you get sucked into Black Friday and Cyber Monday sales explains why you’re reading articles like this one. Here’s the thing: The abundance of news stories, advertisements and social media posts around Black Friday and Cyber Monday makes it seem like everyone is thinking about sales on those days and looking for good deals.

    As a consequence, our minds drive us to jump on the bandwagon of getting into Black Friday and Cyber Monday sales, a tendency that scientists call the bandwagon effect. When we perceive other people aligning around something, we are predisposed to join them. After all, they wouldn’t be doing it if it wasn’t a good idea, right?

    Loss aversion, restraint bias, and the bandwagon effect are mental blindspots that impact decision-making in all life areas, ranging from the future of work to mental fitness. Fortunately, recent research has shown effective and pragmatic strategies to defeat these dangerous judgment errors, such as by using decision aids to constrain our shopping choices.

    A useful strategy for Black Friday and Cyber Monday involves deciding in advance the purchases you’d like to make if they are on sale and buying them online instead of in the store. For example, you might decide to buy a certain laptop if it’s more than 20% off or a specific big-screen TV if it’s 30% off. Save the website pages of the laptop or TV that you want to buy, and then visit them on Black Friday and Cyber Monday to see if they’re on sale. If they’re not, be disciplined, and don’t buy something else, as you’re likely to get stuck buying much more than you wanted, and some deals are actually too good to be true. Instead, wait for the Christmas sale.

    If you’re an entrepreneur who sells products, consider whether you can take advantage of loss aversion, restraint bias, and bandwagon effect among your customers, whether on Black Friday and Cyber Monday or throughout the year. Alternatively, consider sharing this article with your employees to help them make smart decisions this holiday shopping season.

    [ad_2]

    Gleb Tsipursky

    Source link

  • Retail sales rise on strong car sales and Internet buying. Economy not slowing much.

    Retail sales rise on strong car sales and Internet buying. Economy not slowing much.

    [ad_1]

    Developing story. Check back for updates.

    The numbers: Sales at U.S. retailers jumped a bigger-than-expected 0.7% in September in a sign households have enough buying power to keep the economy expanding.

    The increase was spurred by strong demand at auto dealers and Internet stores. Higher gas prices also played a role, however.

    Economists polled by The Wall Street Journal had forecast a 0.2% increase in sales.

    Retail sales represent about one-third of all consumer spending and usually offer clues on the strength of the economy.

    Yet September also falls between the busy back-to-school and holiday-shopping seasons and tends to reveal less about how consumers are doing.

    Key details: Auto dealers posted a 1% gain in sales and helped to inflate the headline number. Auto sales account for about 20% of all retail sales.

    Receipts at gas stations also rose nearly 1%, but that largely reflected higher gas prices. That’s not a good thing for households.

    Retail sales advanced a still-robust 0.6% when car dealers and gas stations are set aside, which gives a better idea of consumer demand.

    Sales at internet retailers stayed on a hot streak. They rose 1.1%.

    Sales climbed 0.9%% at bars and restaurants. Restaurant sales tend to rise when the economy is healthy and Americans feel secure in their jobs. Sales decline during times of economic stress.

    Over the past year, restaurant sales have surged 9.2% — more than twice as fast as inflation.

    On the negative side of the ledger, sales fell at big-box electronics stores, clothing stores and home centers such as Home Depot
    HD,
    +1.85%

    and Lowe’s
    LOW,
    +1.28%
    .

    Sales in August were also revised up to show a 0.8% increase instead of 0.6%.

    Big picture: The retail sales report is the latest to suggest the economy is still expanding at solid pace and perhaps not decelerating as much as the Federal Reserve would like to help slow the rate of inflation.

    Consumer spending has stayed fairly healthy because of rising wages and the lowest unemployment rate in decades. What’s more, incomes are finally increasing faster than inflation for the first time in a few years.

    Yet higher interest rates are pinching households and businesses and are bound to slow the economy in the months ahead. If so, retail spending is also likely to soften.

    Looking ahead: “Consumer spending shows little sign of flagging, especially when purchases increased on everything from durable goods, such as autos, to the least durable goods, food and drink at bars and restaurants,” said Robert Frick, corporate economist at Navy Federal Credit Union.

    “As long as the jobs market remains healthy, consumers should have the cash and confidence to maintain spending.” 

    Market reaction: Before the markets opened, the Dow Jones Industrial Average
    DJIA
    and S&P 500
    SPX
    were set to open lower in Tuesday trades.

    [ad_2]

    Source link

  • Target Scales Back Pride Section To Single T-Shirt Saying They’d Do A Threesome With A Girl For Their Boyfriend’s Birthday

    Target Scales Back Pride Section To Single T-Shirt Saying They’d Do A Threesome With A Girl For Their Boyfriend’s Birthday

    [ad_1]

    MINNEAPOLIS—Responding to conservative backlash over a large selection of offerings for the month of June, Target announced Friday that they would scale back their gay pride section to a single t-shirt, saying they’d do a threesome with a girl for their boyfriend’s birthday. “It’s a one-night-only thing, and we’ll both do stuff to him—nothing to each other,” reads the bright, graphic t-shirt in large rainbow block letters, the detailed rules of the encounter continuing in smaller letters onto the back, which Target representatives called “the perfect compromise to make everyone happy.” “Obviously, she has to be less hot than me, and he can’t have full-on sex with her. It won’t last a minute past midnight on the actual birthday, and it has to be with someone from my old sorority, but lives out of town. No eye contact.” At press time, Target had reportedly pulled the shirt after receiving intense backlash from the jealous girlfriend community.

    [ad_2]

    Source link

  • Trying to Boost Retail Sales? Here’s How Geofencing Can Help. | Entrepreneur

    Trying to Boost Retail Sales? Here’s How Geofencing Can Help. | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    As a retailer, you’re always looking for new and innovative ways to attract customers and increase sales. One method that has gained popularity in recent years is geofencing marketing. By using GPS technology to create virtual boundaries around your store, you can reach potential customers in the surrounding area with targeted ads and promotions.

    In this article, we’ll take an in-depth look at geofencing marketing and its benefits for retail locations. We’ll cover everything from how it works and the different types of geofencing campaigns you can run, to the best practices for creating effective ads that drive foot traffic and boost sales.

    If you’re looking for a way to take your retail marketing strategy to the next level, geofencing could be just what you need. So, let’s dive in and explore the power of this cutting-edge marketing technique!

    What is geofencing marketing

    Geofencing marketing is a location-based marketing technique that uses GPS technology to create virtual boundaries around your store. These boundaries, or “geofences,” allow you to target potential customers who are within a certain distance of your store with ads and promotions on their mobile devices. This means that you can reach people who are already in the vicinity of your store and increase the likelihood of them visiting and making a purchase. Geofencing marketing is a highly targeted way to attract customers and boost sales, making it an effective tool for retailers looking to increase their foot traffic and revenue.

    How can I set up geofencing marketing for my store?

    Setting up geofencing marketing for your store involves a few key steps. First, you’ll need to determine the boundaries around your store that you want to target with ads and promotions. This can be done using GPS technology and mapping software. Once you have defined your geofence, you can then use a mobile advertising platform to create and launch targeted ads to potential customers within that boundary.

    To ensure that your geofencing marketing campaigns are as effective as possible, it’s important to consider factors like the timing of your ads, the relevance of your messaging and the overall user experience. By taking these factors into account, you can create ads that are tailored to your target audience and are more likely to result in increased foot traffic and sales for your store. Working with a mobile advertising platform that specializes in geofencing marketing can also help ensure that your campaigns are expertly crafted and optimized for maximum results.

    Examples of successful geofencing campaigns

    Geofencing campaigns have been increasingly popular in recent years for boosting retail sales. Here are some examples of successful geofencing campaigns:

    1. Starbucks employs geofencing technology to send targeted push notifications to customers who are in close proximity and have expressed interest. A prime illustration of this is their happy hour promotion, where select beverages are available for 50% off, and relevant users receive special push notifications regarding the offer. Besides pinpointing customers’ whereabouts or entries, geofencing marketing also enables Starbucks to classify them into different groups based on their preferred drinks, such as cappuccinos or frappuccinos, and deliver tailored push notifications accordingly.

    2. Burger King‘s Whopper Detour campaign is a successful example of geofencing and geo-conquesting. By offering its iconic burger for a penny to customers who downloaded the BK app while visiting McDonald’s, Burger King gained new customers from their competitors and generated extensive publicity. This well-planned campaign remains one of the top picks for exceptional geofencing advertising.

    3. Uber employs geofencing technology to target individuals at airports and hotels, as these are places where users typically require transportation to reach varying destinations. The strategic targeting of individuals in these specific locations can greatly enhance the effectiveness of a geofencing marketing campaign.

    4. Dunkin’ Donuts launched a program to evaluate the efficiency of utilizing geofencing around competitors’ establishments along with behavioral targeting for distributing coupons through mobile devices. The outcomes were encouraging, as 36% of individuals who clicked on the offer responded by taking some additional action, with 18% of them saving the coupon, and 3.6% of secondary actions resulting in coupon redemption.

    Overall, these examples show how geofencing can be a powerful tool for retailers looking to drive foot traffic and boost sales by delivering personalized messages and offers to customers when they are in close proximity to their stores. By leveraging the power of location-based technology, retailers can create a more engaging and relevant shopping experience for customers, ultimately leading to increased revenue and loyalty.

    Are there any potential drawbacks or challenges to using geofencing for marketing purposes?

    While geofencing can be an effective tool for retail marketing, there are also potential drawbacks and challenges to consider. One challenge is that customers may find it intrusive if they receive too many notifications or offers while they are near a store. This can lead to a negative perception of the brand and decrease customer loyalty.

    Another challenge is ensuring accuracy in the location tracking, as inaccurate location data can result in sending notifications to customers who are not actually near the store, leading to frustration and a loss of trust.

    Additionally, some customers may be uncomfortable with the idea of being tracked and having their location data collected by retailers. It is important for companies to be transparent about their data collection practices and provide opt-out options for customers who do not wish to participate.

    Lastly, implementing geofencing technology can be expensive and may require a significant investment in resources and infrastructure. Retailers need to carefully consider the potential return on investment before deciding whether to implement this technology.

    Overall, while there are challenges and potential drawbacks to using geofencing for marketing purposes, the benefits of delivering personalized messages and offers to customers when they are near a store can outweigh these challenges if implemented correctly.

    How do you measure the success of a geofencing campaign, and what metrics should be used?

    Measuring the success of a geofencing campaign can be done through various metrics. One important metric is the number of people who received notifications and offers through geofencing technology. This can be tracked using location data and can give an indication of how many potential customers were reached.

    Another important metric is the click-through rate, which measures how many people actually clicked on the notification or offer and took action, such as visiting the store or making a purchase. This metric shows the effectiveness of the messaging and offer in driving customer behavior.

    Retailers can also measure the return on investment by comparing the cost of implementing the geofencing campaign with the revenue generated from customers who received and acted on the notifications or offers. This can give a clear indication of whether the campaign was profitable and worth the investment.

    Additionally, tracking customer engagement and loyalty can also be useful metrics in measuring the success of a geofencing campaign. By analyzing repeat visits, purchase history and other metrics, retailers can determine if the personalized messaging and offers delivered through geofencing technology have contributed to increased customer loyalty and engagement.

    Geofencing marketing has emerged as a powerful tool for retailers looking to boost sales and engage with customers on a deeper level. By creating virtual boundaries around retail locations, businesses can send targeted messages to potential customers in the area, driving foot traffic and ultimately increasing revenue. Geofencing marketing also allows retailers to collect valuable data on customer behavior and preferences, which can be used to personalize future marketing efforts.

    [ad_2]

    Brian Hughes

    Source link

  • How Retailers Can Win In a Post-Pandemic World

    How Retailers Can Win In a Post-Pandemic World

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    It has been an unprecedented few years for brick-and-mortar retailers, but in 2022, physical stores have started to bounce back. In October, nationwide foot traffic to shopping centers was up more than 18% from two years ago. Meanwhile, 54% of consumers prefer brick-and-mortar retail to any other channel, suggesting that people still love going to physical stores.

    There are bright spots for retailers, but it is important to note that while in-store shopping has surged, the industry has evolved since the pre-pandemic era. Recent consumer habits and preferences that emerged during the pandemic appear to be here to stay.

    Let’s explore these in more detail.

    Related: As Inflation Soars, Consumers Want More Rewards and Shopping Incentives. Here’s How to Give Them What They Want

    A lot of retail journeys start online but end in store

    According to Google, searches for “open now near me” have increased 400% Year-over-Year, which suggests that even those who love shopping offline rely on digital tools to point them in the right direction.

    That’s why it is essential to have a solid online presence in search engines and to improve your business’ discoverability by optimizing your listings in business directories and review platforms. To fully leverage this opportunity, you should ensure your business details are complete, add photos of your location and update your details when needed.

    Social platforms help drive offline traffic

    Social platforms like TikTok and Reels for Instagram and Facebook boomed during the pandemic and continue to be popular today. This is good news for retailers because you can leverage these platforms to drive brand awareness and foot traffic.

    Social apps and platforms are excellent product discovery tools — even for physical retailers, as 81% of shoppers have made an in-store purchase after seeing a product on social media. To stay relevant, you need to meet shoppers where they are, and for many of them, that means being on TikTok, Instagram and YouTube.

    Related: Why Social Media Platforms Are Adopting Ecommerce as a Saving Grace

    Product and order fulfillment expectations are higher than ever

    The rise of ecommerce, “Buy Online, Pay in Store” (BOPIS), and same-day delivery has increased shopper expectations regarding when and how they get their orders. Research and Markets forecast the BOPIS market will reach $703.18 billion by 2027 — representing a 19.3% compounded annual growth rate over six years.

    In-store (and curbside) pickup is here to stay; if you haven’t done so, it’s high time to implement these initiatives.

    That said, it is essential to remember that the success of your order fulfillment efforts will also depend on how well you forecast and manage inventory. Customers have little patience for “out-of-stocks,” as 50% of consumers report that they will switch products, brands or retailers when faced with shortages.

    This is why it is critical to stay on top of stock management. Invest in robust inventory and reporting tools that enable you to identify trends and make smarter ordering decisions.

    Related: The Future of Online Shopping Is ‘Buy Now, Pay Later’

    It’s more challenging to gain true customer loyalty

    The pandemic shook brand loyalty, and shoppers switched brands at an unprecedented rate. On average, US shoppers belong to 17 loyalty programs; but engagement is low, and less than 50% are active loyalty memberships.

    Winning the loyalty game is a challenge, but not an impossible one. The key to improving shopper loyalty is ensuring your brand aligns with your customer’s needs and values.

    Accomplishing that starts with obtaining the right customer insights. Knowing where your customers are from, why they buy from you and what their shopping preferences will enable you to make moves that are relevant to them.

    Omnichannel is now table stakes

    It is no longer enough to have a presence on different channels (e.g., online, in-store, social). You must seamlessly connect these channels to win over and fulfill today’s shopper’s needs, wherever they are.

    To do that, you need a solid commerce platform with omnichannel capabilities. Investing in a point-of-sale solution with built-in ecommerce functionality enables you to sell and manage multiple channels from one system.

    Another option is to choose a retail management platform that can integrate with other solutions. If you already have an existing POS system, set your sights on ecommerce platforms that can integrate with your current tools. Whichever route you take, see that sales, orders and inventory data flow smoothly from one channel to the next.

    The current retail landscape presents numerous challenges; the good news is there are plenty of opportunities for savvy retailers to thrive. Equipping yourself with the correct data and tools will put you in the best position to compete — now and in the future.

    [ad_2]

    Ana Wight

    Source link

  • 5 Sneaky Ways for Brands to Boost Holiday Sales

    5 Sneaky Ways for Brands to Boost Holiday Sales

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    There may still be a prolonged supply chain shortage, but there are plenty of holiday tips and tricks for ecommerce brands to win this time of year. More often than not, most tips floating around tend to focus on different types of acquisition strategies to get consumers to your site. However, I’m here today to offer up one overlooked piece of advice: look to your most loyal customers to reach your goals.

    Your most loyal customers will be turning to you during the holidays, and you should be doing the same for them as a merchant. Remove any friction while creating new opportunities for your loyal customers to share their favorite products with friends and family.

    With everyone in the spirit of giving, there is no better time to promote, package and offer products as gifts. A great way to flip your marketing funnel and build from your most loyal customer base, we’ve seen brands executing this strategy in a few impactful ways.

    Related: How Small Businesses Can Prepare for Holiday Shopping

    1. Promote giftable subscriptions

    Arguably the lowest hanging fruit to optimize your holiday shopping products is to offer the option to “gift” their next subscription order. Take Methodical Coffee, for example! Traditionally, if a customer has too much coffee, a brand would allow them to skip or pause their next order in their customer account portal. However, in addition to those standard subscription preferences, Methodical Coffee allows customers to gift their next month’s subscription order to a friend. Holiday season shopping is a phenomenal opportunity to introduce and educate this option to your subscriber base.

    Another game-changing holiday program we are seeing is giftable subscriptions. Brands such as Scott’s Flowers are leveraging maximum billing cycle subscription programs to encourage customers to gift three or six-month subscriptions to their loved ones. After receiving three months’ worth of flowers, the recipient could receive an email or SMS notification asking if they would like to opt into a full subscription. Talk about the gift that keeps on giving!

    Related: 4 Strategies to Convert Holiday Gift Recipients into Loyal Subscribers

    2. Offer extra loyalty points for gifting

    Loyalty and rewards programs can be strategically positioned to boost referrals this time of year. Over-communicate to your subscriber base that they will be rewarded for gifting products to their friends. The more product referred, the more credits are received. Go further to allow customers to exercise those credits however they wish — setting up the ideal brand experience!

    3. Allow customers to customize bundles

    71% of consumers expect brands to deliver more personalized interactions. What better way to provide personalized experiences than through an interactive and customizable bundle experience? Loyal customers looking to share your product with their friends may want to pick their go-to flavors or favorite colors. Offering discounted variety packs during the holiday is a great way to gain exposure across your product line.

    4. Discounting can be a win-win

    Margins don’t always have to suffer from holiday promotions. Instead of discounting your standard subscription program, offer a greater discount on larger quantities shipped less frequently to save on excessive shipping costs. Taking a note out of Slate Milk’s playbook: they ran a promotion to all subscribers who were receiving packs of 24 cans of Slate milk every month with a significant discount if they switched to 48 packs bimonthly. A win-win situation, with Slate Milk saving on shipping and the customer saving on the overall cost.

    Related: How Holiday Marketing Can Help Enhance your Brand Image

    5. Get in the spirit of giving

    One last note we often see in the ecommerce space year-round that translates nicely during holidays is charitable donations. Companies that donate a percentage of proceeds to charitable organizations tend to see less churn and higher LTV. Consumers care where their dollars go, and they want to contribute to a greater purpose and mission.

    While acquiring new customers with holiday discounts is important, it’s equally as important to lean into your subscriber or membership base. This time of year is an excellent opportunity to come through and leave lasting impressions on your loyal customers. We are confident the tips outlined above will positively affect your short and long-term business goals, just as it has for many other brands.

    Related: Why Entrepreneurs Should Make Charity a Habit

    Bonus holiday season tip: get creative with one-time add ons

    Don’t forget the bow on top, literally. We strongly recommend brands suggest gift wrapping-themed one-time add-ons such as tote bags, branded wrapping paper or gift boxes. This is a great way to increase order value, hedge shipping costs and introduce another opportunity to build brand awareness to a greater audience.

    [ad_2]

    Gaby Yitzhaek Tegen

    Source link

  • Online fashion retailer Asos, once a stock market darling, is in talks with lenders about hiring a restructuring expert

    Online fashion retailer Asos, once a stock market darling, is in talks with lenders about hiring a restructuring expert

    [ad_1]

    Struggling online fashion retailer Asos Plc and its lenders are discussing whether to hire a restructuring expert following the departure of its chief financial officer. 

    A number of turnaround professionals held informal talks about a role, which would sit below executive level, but no decision has been made, according to people familiar with the matter.

    Asos’s lenders include Barclays, HSBC and Lloyds Banking Group. The banks are being advised by AlixPartners and Clifford Chance. Any appointment could potentially provide further support to Asos as it seeks to revive its fortunes after a steep drop in performance since the pandemic. 

    Asos, advised by PJT Partners Inc. and EY, is experiencing a tumultuous period as consumer demand is waning and costs are rising, thanks to a spike in wages and energy. Product returns are also surging. 

    AlixPartners and Asos declined to comment. 

    Asos has installed a new chairman and chief executive in the last 18 months and its chief operating and chief financial officer, recently left. Interim finance head Katy Mecklenburgh resigned about a week ago and will join Softcat in the spring. The talks with Asos’s lenders were prompted after Mecklenburgh’s departure was announced, and continued into last week. 

    Although the retailer successfully renegotiated the terms of its £350 million ($429 million) revolving credit facility in October, the extension only lasts until 2024 and Asos will need to renew discussions with lenders on the loan again next year. 

    Chief Executive Officer Jose Antonio Ramos Calamonte said in October that free cash flow this fiscal year would be zero at best and that the company would report a loss in the first half. Asos said its international operations were lagging expectations and cited problems with its supply chain. It also pledged to “strengthen” its leadership team. 

    In response to its challenges, the company is writing off as much as £130 million of stock, cutting costs and slowing automation in its warehouses. The retailer is also trying to drive the better performing parts of its business, such as its popular Topshop brand whose sales rose 105% in fiscal 2022. 

    It is relatively common for lenders to seek to bolster the financial department of companies in the event of a refinance.

    Founded in north London in 2000 by Nick Robertson and his brother with a small amount of seed capital, Asos was for many years a stock market darling amid rising sales and profits. That has changed, however, with the stock losing nearly 76% since the start of this year. 

    Mike Ashley’s Frasers Group Plc, which has bought a number of smaller retailers this year, including tailor Gieves & Hawkes, has increased its stake in Asos to just above 5%. 

    –With assistance from Irene García Pérez.

    Our new weekly Impact Report newsletter examines how ESG news and trends are shaping the roles and responsibilities of today’s executives. Subscribe here.

    [ad_2]

    Sabah Meddings, Lucca de Paoli, Katie Linsell, Bloomberg

    Source link

  • Why Can’t We Resist Black Friday? A Behavioral Economist Explains.

    Why Can’t We Resist Black Friday? A Behavioral Economist Explains.

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Imagine you put on an old coat you haven’t worn in a while and, to your surprise, you find a crumpled $20 bill in your pocket. How good does it feel? Do you go up half a notch on a one-to-ten mood scale, or maybe a full-notch?

    Let’s imagine a different scenario. You’re doing the laundry, take out a just-washed pair of pants, and discover you forgot a $20 bill in the pocket — which has been completely ruined. What does that do to your mood on a one-to-ten scale?

    If you’re like most people, you feel much worse about losing $20 than about gaining $20. That tendency is called loss aversion, one among many dangerous judgment errors that behavioral scientists call cognitive biases. The mental blindspot called loss aversion is one of the most fundamental insights of a field of behavioral science called prospect theory in the last few decades.

    Loss aversion is one of the three key reasons why our minds get sucked — and suckered — into Black Friday and Cyber Monday sales. Retailers know that our intuitive reaction is to avoid losses, with research showing this drive might be up to twice as powerful as the desire to make gains. By offering short-term sales, available only on Black Friday or Cyber Monday, they tap into our deep intuition to protect ourselves from the loss of the opportunity represented by the sale.

    Similarly, loss aversion helps explain why so many marketing techniques involve trial periods and free returns. Retailers know that once you buy something, you’ll be averse to losing it.

    In a classic research study illustrating this tendency, participants were divided into two groups: one was given a chocolate bar and the other a mug. Then, they were offered the chance to trade what they had for the other object. Of the students given the mug first, only 11% chose to trade it for the chocolate bar, and only 10% of the students who got the chocolate first exchanged it for the mug.

    We want whatever we have and are reluctant to lose it — such as an opportunity to buy something at a lower price during a short time period during Black Friday or Cyber Monday sales. In fact, behavioral scientists have a special term for people putting excessive value and being reluctant to give up whatever they have: the endowment effect, a specific form of loss aversion.

    Let’s imagine a different scenario. It’s Cyber Monday, and you decided to check out the deals on an e-commerce website. You feel confident you’ll only get one or two of the best deals. But once you visit the website, you’re hooked. All those deals look great. The discounted prices are too good to pass up. So you end up taking advantage of a bunch of deals and purchase much more than you intended to in the first place.

    Why did that happen? Why couldn’t you control yourself? It’s due to a cognitive bias called the restraint bias. We substantially overestimate the extent to which we can restrain our impulses. In other words, we have less self-control and weaker willpower than we like to think we do.

    Related: Online Scams Are More Sophisticated Than Ever. Here’s How to Shop Safely on Black Friday and Cyber Monday, According to a Cyber Intelligence Expert.

    That’s why so many people overeat at buffet restaurants. If we had good self-control, buffet restaurants would be great: We could get whatever we want at a cheaper price than ordinary restaurants. Yet the problem is that we overestimate our ability to control our impulsive desire to take more food, and loss aversion causes us to try to avoid losing the opportunity to take the wide variety of food available at buffets.

    Black Friday and Cyber Monday are the shopping equivalent of buffet restaurants. So many tempting deals around, with loss aversion driving us to not want to lose out, all resulting in shopping much more than we wanted.

    The final key psychological reason why you get sucked into Black Friday and Cyber Monday sales explains why you’re reading articles like this one. Here’s the thing: The abundance of news stories, advertisements and social media posts around Black Friday and Cyber Monday makes it seem like everyone is thinking about sales on those days and looking for good deals.

    As a consequence, our minds drive us to jump on the bandwagon of getting into Black Friday and Cyber Monday sales, a tendency that scientists call the bandwagon effect. When we perceive other people aligning around something, we are predisposed to join them. After all, they wouldn’t be doing it if it wasn’t a good idea, right?

    Loss aversion, restraint bias, and the bandwagon effect are mental blindspots that impact decision-making in all life areas, ranging from the future of work to mental fitness. Fortunately, recent research has shown effective and pragmatic strategies to defeat these dangerous judgment errors, such as by using decision aids to constrain our shopping choices.

    A useful strategy for Black Friday and Cyber Monday involves deciding in advance the purchases you’d like to make if they are on sale and buying them online instead of in the store. For example, you might decide to buy a certain laptop if it’s more than 20% off or a specific big-screen TV if it’s 30% off. Save the website pages of the laptop or TV that you want to buy, and then visit them on Black Friday and Cyber Monday to see if they’re on sale. If they’re not, be disciplined, and don’t buy something else, as you’re likely to get stuck buying much more than you wanted, and some deals are actually too good to be true. Instead, wait for the Christmas sale.

    If you’re an entrepreneur who sells products, consider whether you can take advantage of loss aversion, restraint bias, and bandwagon effect among your customers, whether on Black Friday and Cyber Monday or throughout the year. Alternatively, consider sharing this article with your employees to help them make smart decisions this holiday shopping season.

    [ad_2]

    Gleb Tsipursky

    Source link

  • IKEA Asks Horror Game To Change So People Stop Comparing It To IKEA

    IKEA Asks Horror Game To Change So People Stop Comparing It To IKEA

    [ad_1]

    Swedish Meat sign in a not-Ikea store.

    Screenshot: Ziggy

    In an unexpected move, furniture giant Ikea has sent a solo indie developer a cease and desist letter reviewed by Kotaku, demanding he make changes to his unreleased survival horror game set in an Ikea-like furniture store. Lawyers representing Ikea are claiming that the game commits trademark infringement because some press outlets have drawn comparisons between their official brand and the game. The Swedish firm have given developer Jacob Shaw just ten days to “change the game and remove all indicia associated with the famous Ikea stores.”

    The Store Is Closed is an unreleased co-op survival game, that’s just in the final week of a successful Kickstarter campaign that’s raised just over $49,000. Created by a lone developer, going by the studio name Ziggy, the game describes itself as “being set in an infinite furniture store.”

    “You’ll need to craft weapons, and build fortifications to survive the night,” continues the blurb. “Explore the underground SCP laboratories and build towers to the sky to find a way out.” You know, like in a real Ikea? Crucially, nowhere in any of the game’s promotional materials, on its Steam, during its Kickstarter campaign—nowhere—has the word “Ikea” ever been uttered.

    Yet despite this, and despite the game absolutely not being on sale anywhere, Ikea’s New York lawyers, Fross Zelnick, have written to Shaw demanding that he entirely change anything in the game that might remind people of their brand.

    “Our client has learned that you are developing a video game, ‘The Store is Closed’,” the legal letter explains, “which uses, without our client’s authorization, indicia associated with the famous IKEA stores.”

    It then goes on to list the infringing aspects of Shaw’s game.

    “Your game uses a blue and yellow sign with a Scandinavian name on the store, a blue box-like building, yellow vertical stiped shirts identical to those worn by IKEA personnel, a gray path on the floor, furniture that looks like IKEA furniture, and product signage that looks like IKEA signage. All the foregoing immediately suggest that the game takes place in an IKEA store.”

    Shaw gave me access to an early alpha build of the game, during which the “blue box-like building” and “blue and yellow sign” appear, in their totality, on the menu screen. After that, you don’t see them. There’s currently no branding at all in-game. The store is called “STYR.” Clearly a joke spelling of “STORE,” it is, by coincidence, a Swedish word, meaning “controls.” You know what’s not a Swedish word? “Ikea.” It’s the initials of its founder, a farm he grew up on, and a nearby village. Notably, stores like Tiffany have a trademark over the color that they use in their packaging, so in some ways Ikea isn’t coming completely out of left field here.

    Then there are the claims that it has “furniture that looks like Ikea furniture.” But Shaw disputes that he designed any furniture with Ikea in mind. “I bought generic furniture asset packs to make this game,” Shaw said, meaning that this is furniture that can be featured in any game for a price.I don’t know what that means.” The game does, however, have a grey path on the floor. It is also common for stores to have signage that tells the customer where to go.

    Ikea’s argument hinges that the game infringes on their brand because press sites have made the association, rather than the game itself aligning naming Ikea.

    One headline says, ‘Someone Has Made a Survival Horror Game Set In IKEA.’ Another headline says, ‘The Backrooms meets Sons of the Forest in new IKEA horror game.’

    Those were the two headlines we could find, but it’s possible there are more. The letter also includes the subheadings of these stories as part of the evidence, going on to then state:

    “Further, numerous comments by readers of these stories make an association with IKEA stores.”

    Based on all this, Shaw has been told that his “unauthorized use of the IKEA indicia constitutes unfair competition and false advertising under Sections 43(a) of the U.S. Trademark Act, 15 U.S. C § 1125(a), and state unfair competition and false advertising laws.”

    The lawyers then tell the developer, “You can of course easily make a video game set in a furniture store that does not look like, or suggest, an IKEA store.” The presumed game development experts go on to explain, “You can easily make changes to your game to avoid these problems, especially since you do not plan to release the game until 2024.”

    They then immediately go on to inform Shaw that he has “ten working days of the date of this letter” to make all such changes, removing all their claimed “indicia.” Grey paths and all. The game is not up for sale yet.

    Ikea is a company that saw revenues of $25.4 billion last year, and Jacob Shaw is some guy in the UK who tried to raise £10,000 ($11,575) on Kickstarter, so Shaw says he has no choice but to comply. While he’s seeking legal advice, he’s certain he’ll have to capitulate, given the costs involved in challenging anything.

    “I was going to spend the last week of my Kickstarter preparing an update for all the new alpha testers,” Shaw told Kotaku. “But now I’ve got to desperately revamp the entire look of the game so I don’t get sued.”

    Clearly owners of trademarks have a legal imperative to protect them, lest they lose them and their brand becomes recognized as generic. Presumably that’s part of Ikea’s motivation here, as overreaching as it might seem to anyone not familiar with trademark law. Hopefully simply removing the blue box building on the menu screen should really be enough to get rid of the rest of this nonsense, not least because the U.S. luxuriates in far more reasonable allowances for spoof than the U.K.

    We’ve contacted Ikea in both the U.S. (from where the threats originate) and the U.K. (where the game is based), along with trademark experts, to ask for comment, and will update should they reply.

    [ad_2]

    John Walker

    Source link