Okay, I admit it. I have waited in long drive through lines just so I can get my morning coffee at Tim Hortons. The one near my house is usually fast and is fairly consistent in their product: cheap coffee and doughnuts provided in mass volumes. I have complained in the past. My wife has complained in the past. My friends have all complained in the past. In most cases, it is about the coffee quality. Sometimes, they get the orders mixed up. I have never come across an incident that wasn’t resolved right at the store. That’s why I was quite surprised to read this article out of the New Brunswick (http://ca.news.yahoo.com/s/cbc/100208/canada/canada_newbrunswick_nb_tims_bans_customer).
To sum it up, a paramedic who loves his decaf coffee has complained on numerous occasions about the coffee being burnt. After brewing him new pots and trying to appease him at the store level, the a personal meeting was arranged with the customer. So far so good. This is what I love to see from owners and managers. Unfortunately, for our hero, this meeting was not about resolving the issue. The paramedic was handed a trespass letter that effectively banned him from the 2 locations in his area.
Just to clarify, when you don’t want someone to shop at your store anymore, you issue them a trespass letter. It’s used frequently when dealing with violent or dishonest customers. Read that last sentence over again. Then read it again. It doesn’t say anything about customers who are unhappy with your product or service.
I’m not going to mince words. This is a cop out by the owner plain and simple. He has probably fielded many complaints from his workers about this customer and refuses to come up with a solution to fix the problem. The easiest route for him is to ban the customer so he doesn’t have to deal with the problem. Is this small town mentality? Does Tim’s have such a stranglehold on the market that they can afford to ban customers who question their product?
A few weeks ago, I met a colleague at a Starbucks near in Richmond Hill. We drink regular coffee and the barista noticed that there was only a little bit in left in the pot. He promptly dumped it and told us to wait for a fresh batch. Luckily, it was my turn pay and the barista gave us the coffees on the house because we had to wait. Ask yourself the question, how does that experience differ from our paramedic’s? Without pointing out obvious things like better service or products, the Starbucks person does 2 things differently than the Tim’s in New Brunswick:
employee takes pride in the product he is serving
employee realizes there is a problem with the product and service and is empowered to take steps at the store level to ensure customer satisfaction
No calls to the owner. No official meetings. And no trespass letters handed out preventing your customers from buying your product. The owner of the Tim’s in question must reverse the ban and then empower his team to help and satisfy the customer at the store level. If they keep burning the coffee, then there may be deeper training issues that must be looked at.
I can see where the owner is coming from. Only one guy is complaining so he must be a crazy or something. Let’s ban him so that we can keep going about our everyday business so I don’t have to make any changes to my business. The owner should consider other things like: is this the only customer really making complaints? and how many other unsatisfied customers could there be?
Anyone noticed how many newspapers have closed up shop or drastically changed their business model in the last 24 months? Look it up. It’s a scary number and it points to the disturbing fact that print media is on its death bet if it isn’t already technically dead. This has major implications on the retail world as many retailers and independent merchants rely on paper circulars or direct mail to get their message across. The explosion of smart phone apps and social media has also added to the demise of print media. Information can be delivered much faster and at much less cost over the internet.
Bob Phibbs, business consultant and author, agrees that direct mail is dead. “With people standing over their trash as they sort the mail, it’s very hard to standout” he says about direct mail. “It’s cost prohibitive and it’s mass communication in an era of personalized interaction”. That is important to note because customer behavior is always changing and only recently have we seen seismic shifts in buying habits sparked by the recent economic crisis. (Bob’s blog is located here: http://www.retaildoc.com/blog)
I have noticed a reduction in the amount of direct mail pieces in my mail box but I am entirely surprised by the quality of the pieces themselves. Bob makes a good point about the difficulties of standing out in the pile but some of the pieces do truly standout from the pile (albeit a smaller pile). Why would retailers and vendors invest more money (Bob’s not whistling Dixie when he says ‘It’s cost prohibitive’) in direct mail when most consider the vehicle dead?
Did you happen to notice how thick your Saturday or Sunday paper was over the holidays? I’m not exaggerating when I say my 5 year old daughter had trouble with the flyer bundle last December. In one week alone, I received 4 different Walmart flyers and 3 different Toys R Us flyers. Local and independent merchants seem to be putting out flyers more often as well.
I asked Marc Gordon, a marketing expert, his thoughts about direct mail and his thoughts cover some valid points: “Direct mail is unique in the fact that it can be absorbed by the reader on a much more intimate level than most other types of marketing. It has the potential to be taken into the home, examined, read, studied and thought about, possibly repeatedly by more than one member of the household.” What about the big pile of junk mail sitting on my desk? How would I ever get intimate with that? “Of course this is all very much dependant on the material being visually appealing, delivering the right message at the right time, and presenting an offer that meets the needs of the reader. Missing even one of these traits could easily result the in the material being discarded immediately.” he adds.
I had a strong opinion about print media and direct mail but I have recently come back to being on the fence. I believe in certain cicumstances, direct mail and flyers can be an effective way to market your brand. A strong focus is needed on social networking to balance your marketing initiatives. It’s important to provide value in your message in any way you market yourself.
I love new gadgets and the new iPad intrigues me. Not so much as to what it can do but more the human reaction to this new item. Not a lot can be said about the iPad but the one feature we know for sure the iPad delivers on is hype. I’m in awe of the frenzy this new device has created. Apple has decided that in our current economic situation, we need yet another gadget does the job of a smart phone in twice the size and delivers half the performance of a standard laptop at best. But you can flip through stuff with your finger and that’s the main thing. Apple hopes to see hordes of people going about their business carrying iPads and hopefully not bumping into light posts or other iPad users.
I digress. You are not here to read about my opinions on the iPad. You are probably here because you are interested in retail and retailing as a business. The introduction of the iPad got me thinking seriously about retail technology and how we are using it. I understand the need for the latest POS systems, handhelds, inventory tracking tools, digital media vehicles, self service checkout lanes and RFID, but are we getting away from what retailing actually is with all these devices?
This stuff does not come cheap. Home Depot is spending $60 million on handheld devices (http://www.businessweek.com/news/2010-01-12/home-depot-will-spend-60-million-on-10-000-handheld-devices.html). That’s sixty million dollars. HD’s justification is that employees will be able to serve the customer better with these new devices. Taking into consideration HD’s past track record on customer service, I’m not so sure a $5000 handheld will make the HD associate a customer service all star. Sure they can tell me what store to drive to when I’m looking for something they don’t have, but there was another invention created over 100 years ago that does the job and is probably already in the store and being used as we speak (hint: it goes up to your face, and it has buttons with numbers and letters on it).
I don’t need to illustrate the fact (or do I?) that if they took one of those sixty millions and hired more associates, they would probably get a better return on their money. They even mention that in the article that HD is moving towards associates selling more. Technology doesn’t sell products, motivated and trained associates sell more.
I’m not against technology. I had a recent conversation with Marshall Kay at RFID Sherpas about using RFID at the store level and some of the things they are doing with it can really increase sales and make life easier for associates. They have this new mirror that will be used in the apparel category that can sense what you are trying on and make recommendations and offer advice right on the mirror! Amazing stuff and I look forward to seeing it in real world applications. Unfortunately, the problems in the apparel category are way beyond technology. We must focus on our people by making them better retailers and merchants. Technology is here to make our lives easier but cannot replace humans in the retail equation. There is nothing worse than 5000 un-informed and badly trained associates walking around with expensive technology hooked to their belts. The handheld or self service checkout doesn’t really care if you succeed, but you can always convince a human to follow your lead.
I have played many different roles in retail. I have worked in buying, merchandising, human resources, logistics and support, marketing and training. With all those experiences under my belt, deep down I’m still an ops guy. I love working in the front lines of retail making things better, faster and more productive. There is one thing that binds it all together and that is your people. The heart and soul of any retail operation.
My crotchety mentor summed it up for me nicely way back when I started in the trenches. “The people that work for you on the floor will be making less money and working harder that lower wage than any of their friends that don’t work in retail.” Initially that scared me.
In an true effort to impress my trainer, I asked the question, ”if our people are our most important asset in retail, how can we motivate them to even provide the minimum with what the wage they are making?”
“You have to find the sweet spot.” Yes, he always came up with these cryptic responses that forced me to find out the answer on my own. It’s actually a good exercise in being independent which is what we want from our managers.
Okay, so we know that our people are the heart an soul of any retail operations and that we must find this ’sweet spot’ to get them to work harder and faster than ever before. What does this all mean? Managers and owners must look for a seamless connection between how they run their business (ops) and how messages are delivered to their teams (motivation).
We don’t have any extra carrots lying around so using money to motivate is out of the question. If you have worked as a manager in retail for more than 3 months, you probably have already come to the realization that a higher wage doesn’t necessarily deliver stronger performance. How many 5 plus year veterans do you know that need to be put out to pasture?
It comes down to one thing: culture.
What is the culture at your particular location?
What is the corporate culture (if you are part of a bigger network)?
Does your team understand and embrace the culture?
If you can’t answerr at least one of these questions, you are probably having a hard time motivating your staff to perform or are experiencing individual performance issues from certain team members. The ’sweet spot’ is when you can fully define your business culture and convey the message clearly to your people. This is especially important if you are hiring new people.
What kind of culture should you shoot for? That’s up for debate and different businesses have different needs. If you were an auto dealership, I would say you want to develop a culture of selling because that is how an auto dealership survives and thrives. If you are a grocer or mass merchandiser, it is critical that your team be able to work alone without supervision so building a culture of ownership would be in order.
It pays to sit down and think about what kind of culture is important to you and your business. It is important to put pen to paper when it comes to defining and building your culture. Communicating that message to your team is the next piece of the puzzle. It take time to build the environment you want but you will almost always see immediate results from your people when you define the culture that suits your business.
What would any business do if it didn’t have customers? Obviously there would be no business. But are your customers being treated as important business assets or are they looked upon as a necessary evil in doing business? Now if you are an owner or manager, there is only one correct answer I would expect from you. Now ask your staff that same question and you may get varying answers that do not reflect how you feel about your customers. Is this a case of broken telephone or does your team just not understand what your priorities are? What is important to you is what is important to your business and your team should be executing in line with your priorities.
Many of my client/owners ask me how can you effectively create a mutual understanding between management and the crew. The key word in the prior sentence is ‘understanding’. Does your team understand you and what you want? You would be surprised at how effective changing your tone or vocabulary is in getting your team to understand you better.
Here are some points to consider when interacting with your team:
When signing tasks, get the associate to repeat back in their own words what you want them to do
Have daily (or at least weekly) team meetings to discuss priorities and goals for the week
Are you talking to your staff one on one on a daily basis? Even asking ‘How ya doin?’ is considered positive communication
Ask your staff their thoughts and opinions on how the business is doing. You may uncover a great idea that could propel you to new heights.
Do you have a defined communication policy at your business? Does staff know you have a n open door policy?
If they are unaware that they can talk to you about anything, you must create a policy and post it up on your communication board (you have one of those, right?)
I’m a big believer in building a culture of open communication in the workplace. My expertise lies in retail and small business but every industry and category can benefit from strong communication in the workplace. Shrinking resources means we have to do more with less. Having to do a job twice or even three times is a complete waste of time and money for the owner, manager, employee and customer. Make sure your staff knows where you are coming from and get things done right the first time.
For more resources click on The ToolBox above or sign up for the Captus Small Business ToolKit on the right.
If I had to describe my retail upbringing in one word, rollercoaster is the first one that comes to mind. Most people who start off in retail gain experience through working at all levels at the store. That means they could start off as a sales associate or cashier and work their way up to assistant or cash supervisor, then eventually assistant manager or department head and then to the coveted store manager or director position. It takes years (and several Christmases) to cultivate the experiences needed to successfully manage a retail operation.
And then there is me…
Way back in the mid 80’s, I started me retail odyssey as a merchandiser for Shoppers Drug Mart. That lasted about a week and a new position was created for me. I was now a Senior Merchandiser. I have held management roles since that time up until 2002 when I started freelancing. My crotchety mentor taught me that in retail, your P and L statement defines how good you are. I quickly developed a reputation as a turnaround specialist and never had a true home in retail being deployed from store to store and from chain to chain.
That’s ok. That’s me and that kind of career isn’t for everybody. In fact, I believe that stability in management is a key factor in the success of any store (which was usually a main objective for my stores, meaning hiring new managers was always on the agenda).
So what makes a good retail manager? I’ve seen a lot of stars in my days in the field. Some have gone on to district and regional roles. I even have 1 or 2 VP’s under my belt somewhere. The biggest factor I look for when hiring a manager candidate (either internally or externally) is their ability to communicate. Knowing your store inside and out is a huge asset, but delivering information to your team is even more important than that. It’s easier for me to teach someone systems than it is to communicate effectively. It can be done but if I need to hire personnel, I will always take the road less travelled.
Believe it or not, it starts with the interview. When hiring potential management, I shift gears and go into conversation mode when meeting with candidates. I want to see how well they can speak and communicate. Are they clear and concise with their answers? Do they deliver more detail when needed? I actually do not use standard interview questions. I look at their resume and develop a list of questions pertinent to their area of expertise. This ensures that the interviewee will have to think on their feet and provide me with more than one word answers. If a manager wants someone to do something in the retail world, it’s going to take a lot more than a paper list or a binder to get things moving. I want to know if this person can take control of the situation and get things done.
My interviews usually end up on the sales floor (that’s why I don’t like doing them at head office or a regional location). During our time together, I will throw out potential situations to see their reaction. Taking them on the sales floor during a busy time (yes, if you want to talk to me I may bring you in on a Saturday, tough noogies) to see first hand the problems that can arise is an excellent way to open up their brains and get their thoughts. I can remember the one time I brought out a potential candidate who carried herself extremely well. She took one look at the 56 people waiting in line and gasped. I asked her how she would handle that particular situation and her response was “Teach me how to do a sale! I’m jumping on the register now!” That is someone who knows how to communicate and deliver their thoughts.
Managing in retail can be considered a chess game. Your next move can potentially be your last and it is important to always think 3 moves ahead. Anyone who has worked in retail knows how quickly things can spiral out of control when left unchecked. Managers who can communicate and are constantly aware of their surroundings are the ones who will have those pretty P and L’s and happy District and Regional Managers.
Is it me or is the media covering the retail industry a lot more than in the past? Aside from quarterly numbers and the odd closing, there really wasn’t much info about retail and retailers coming out of media outlets. That has obviously changed since our business is providing a wealth of bad news for the media to report. And we do know how much the media loves a bad story.
Most of my small clients are reporting flat to better than expected seasons but what really strikes me as intriguing is the positive vibes I am getting from small merchants. It almost seems like everyone is looking forward to 2010 and beyond. It’s a testament to the ’scrappy pull yourself up by the bootstraps knowhow’ that today’s entrepreneur must have to succeed in this ultra-competitive economic environment. In my conversations with merchants, I have discovered where retailers are putting their resources to remain competitive and profitable. Here is what I found:
Social Media Marketing: Once considered a time waster, social media marketing has become a primary tool in the small merchant’s toolbox. When executed correctly, social network marketing can increase your brand awareness locally and globally. The dollar costs are relatively low and in most cases zero but conversely, the time commitment is huge and can be an obstacle for any small business owners that is short on time. Being an expert in your product or service is how customers will flock to your brand to fulfill their needs. Social networking is the quickest way to build that expertise.
Merchant Mentality: I love technology and gadgets and I always look forward in seeing the latest retail hardware and software in action. Unfortunately all those shiny LCD screens and lighted buttons aren’t going to help you drive your business if you don’t embrace merchant mentality. Our current economic situation has created seismic shifts in consumer behavior and merchants (of any size) must work harder to create sales and build bigger basket. Your true focus should be on the customer and ask yourself these questions on a daily basis:
How can I make my customer buy more?
How can I make it easier for my customer to buy more?
What is my customer looking for?
Who is my customer?
What does my customer see?
Now you are using merchant mentality to better your business. And this isn’t an exclusive process. Your team should be asking the same questions and coming up with their own answers.
Ownership: Yep, we are all in this together. As an owner and/or managers, it is up to you to define the culture at your location. Does your staff simply punch the clock and take up valuable air? Or are they actually contributing to the bottom line? Each of your team should have a specific role in your store. Maybe the ‘computer geek’ can be the one to take care of your social media tasks? Do you have a veteran that newer staff turn to for information? Use that person to your advantage. What about the person that takes forever to do their job? Give them what they need to excel at their job and help you become more profitable. You can quickly develop ownership at all levels by giving each team member a specific role within the store.
Localization Strategy:That’s a fancy term for giving your customers what they want. As an owner or manager, are you completely aware of who makes up your selling area? Are you sensitive to the wants and needs of the local cultural base? If not, these are things you should identify. Catering to your local market and culture will increase your word of mouth marketing among that specific group. Gain insight by getting involved in local community organizations and events.
Please share your survival techniques by commenting on this post.
Here are some additional resources on surviving 2010:
Last week marked my very first experience working with the funeral home industry. My sweet grandmother passed
Your best interests are this guy's priority....
away at 91 on Thursday and being a religious Jewish woman, necessitated the need for a fast ceremony and burial before the next Sabbath. One of the things Toronto is lacking is competition in the Jewish funeral home business.
After all the paperwork was complete, I made my call to the first home and got voicemail. This in itself is a travesty. Not only is your stress level elevated because of what is going on, you can’t even get in touch with a real person to help you (and those of you that have been through this know that you need as much help as you can get). I left a detailed message and decided to keep things moving and called the second home (FYI, I have yet to get a call back from the original home and yes, it is now Monday). A wonderful gal answered the phone at the second home and was completely sympathetic to me and my problems. She calmly explained the procedure and quickly dispatched the religious personnel needed to transport my ‘Safta” to the home. She then mentioned that I would be meeting with the ‘funeral director’ to finalize the arrangements and that we could have this done by the end of Thursday for a Friday morning service. I actually felt a little relieved after speaking to her knowing that we would be able to give Safta a dignified service and send off.
I met with the director to go over all the arrangements and to my surprise, he was more interested in who or how this was being paid for. While asking me questions about my grandmother, I was constantly interrupted either by him or by his Blackberry. He had no problems answering the phone while I was speaking and even yelled at my grandmother’s rabbi over the phone because he couldn’t understand why certain things had to be done a certain way. After getting through this ‘interview’, I was rushed out of the home and told by him to race over to a municipal office to get some paperwork needed by the funeral home. To quote him: “You better get over there. We can’t do anything until we get that letter from them and they close at 4:30″ It was 3:45. Toronto rush hour traffic conspired against me and I never made it to the office in time. After frantically trying to reach the ‘director’, he called me back after 4 attempts and this is what he said to me:
“Doron, the funeral is tentatively scheduled for 11:45. The city office opens at 8:30. Get there when it opens. If you can’t get any resolution from them, we will need a substantial deposit from you before we can do anything for your grandmother”. After I heard this, I had to write this down so that I could later quote it. But yes, that’s what the ‘funeral director’ said to me a few hours after discovering my grandmother at her apartment.
After finally getting my father in from a 3 hour delay in Phoenix, we made it to the office at 8:30 as instructed. The clerk at the city office was surprised that I was made to run around like that and clearly stated to me that ‘there is no rush for these things and they can wait’. She also mentioned to me that there was a closer city office to the funeral home and there was no reason for us to be sent down here. I later discovered that the ‘director’ I was dealing with gave me a lot of wrong information that could have prevented my grandmother from having the kosher funeral she wanted. Not surprisingly, the next day I was dealing with an different person who did their very best to unravel the mess the first ‘director’ made. He also mentioned to me that our first priority was to have the service and burial before the Sabbath and that the contractual and financial bits could be handled later.
To my relief, the ceremony went on as planned and we were able to fulfil the religious obligations that her level of faith required. But this post is not about my dearl Safta. It illustrates the importance of knowing who your customer is. If you are dealing with the bereaved, is it wise to make them run through hoops during rush hour traffic? Does it make sense to stress them out even more by interrupting them and talking down to them? And let’s forget about the bereaved. What about the customer that walks into your store? Are you sensitive to their needs and wants or situation? Is your staff aware of who your customer is?
Knowing who exactly your customer is can help you fine tune the shopping experience. In normal retail, an outstanding experience will drive the basket and increase loyalty among your customers. Retailers thrive on word of mouth marketing and knowing your customer inside and out will help fuel that. Funeral homes may not be a good example but it illustrates how important it is to know your customer. And if you were wondering why I keep putting ‘funeral director’ in quotes, it’s because in my research, I have found out that ‘funeral director’ is a fancy name for salesman which is exactly what this guy was.
I just want to give a quick shout out to Johnny at Steeles College for picking up the pieces and making this happen for us.
This person just learned about social networking at Staples
Title of an annoying blues song?
No actually, it’s what happened to my friend and I last Tuesday evening.
My very dear friend Marc Gordon (http://www.fourword.biz) asked me to tag along to a free seminar about social media. How could I say no? I hardly get to see him and I’m always looking for information about this crazy new thing called social media.
So as I’m getting excited with the prospect of actually being able to go out on a Tuesday evening, my hopes were quickly deflated…
“Where is this thing?” I quip.
“Staples” he answers.
“As in, Staples the store?”
“Yep”
“The place with all the highlighters and file folders for sale?” I ask again.
“You got it”
“Who’s running it?”
“XXXXX of XXXX.ca. (names have been removed to protect the confused and ignorant) I don’t personally like him but I need to learn about this stuff”
I give in. We drive to Mississauga in the snow to Staples.
I figure, if anything I could pickup a new pack of highlighters for this project I’m working on. Oh ya, I get to spend quality time with my friend as well. More importantly as we pull up, there is an A&W right beside The Staples! Hooray, something to look forward to.
So we walk in, and yes, they are setup for a seminar. They ran out of chairs, so some of us had to sit on office furniture that was for sale. I now have the $199.99 price point embedded on my butt. That’s OK, I’m here for my friend who wants to learn about the thrilling and exciting world of social media. I hear through the grapevine that they are giving all attendees a $5 gift card for attending. Awesome! 2 Mama Burgers for $4 and a free pack of highlighters. This evening isn’t so bad after all. Then our speaker started speaking….
My first obnoxious thought is: “How can a person teach us about 21st century communication technologies wearing a suit from the 1980’s?” I’m not a snob. In fact, I’m probably the most fashion challenged in my group. But this guy did not look like he knew what he was talking about. In a few seconds, he would confirm my suspicion.
Don’t you love it when seminar speakers talk about how great they are and how much you suck? It really motivates me to want to better myself when the speaker talks about how he is going to make double what I make in Stanislav, or Leninberg, or was it Kreplachestan? I also want to know how he closed 5 figure deals after only tweeting twice. I do find it interesting that when he tries to use examples, he always refers to how he pissed off someone and how it was never his fault. During the question and answer period, I found it quite helpful when he blamed ‘the firewall’ when an audience member said she couldn’t log into his website. I also found it really amazing that when someone asked for his business card, he couldn’t provide one. Oh ya, he did talk about Facebook and Twitter for about 4 minutes and actually gave us some homework. “Go onto facebook and setup a fanpage”. Uh, how do I get this computer thingy to turn on and does it need to warm up first?
I’m not going to bore you with anymore details of the seminar, (I think being bored once is sufficient) but I can assure you that this ’seminar about social networking’ was far from that. To quote my friend Marc: “I now know less than I did walking into this thing”. Yeah, he’s pretty obnoxious too.
Here is what really annoys me: most of the participants were eating his crap up.
Maybe I take for granted my knowledge of social networking. I never have called myself an expert in theses things. I do social network everyday and I’m fully aware of the benefits and pitfalls (none of which were even talked about at Ye Olde Staples). These participants who got excited over this are getting excited over nothing. My advice to the speaker is to deliver something of value. Talk about the culture of social media. Discuss ways of seeking out new business through social networking. How about the do’s and dont’s of social media? I already know the web address for Facebook and LinkedIn, thanks!
I guess the old adage is true: You get what you pay for. Speakers who are trying to generate business by speaking for free must deliver something of value to the audience. I would (hmmmm….the cogs are a turnin’).
In the meantime, I will spend my $5 giftcard at Staples with total enjoyment. After all, I worked pretty hard to get it.
Strategies for 2010 will return tomorrow evening but for now I wanted to share this great post by The Retail Doc. He shares his thoughts on retail trends for 2010. Great ideas from an always entertaining blogger:
him from the 2 locations in his area.
(motivation).
Now if you are an owner or manager, there is only one correct answer I would expect from you. Now ask your staff that same question and you may get varying answers that do not reflect how you feel about your customers. Is this a case of broken telephone or does your team just not understand what your priorities are? What is important to you is what is important to your business and your team should be executing in line with your priorities.
who start off in retail gain experience through working at all levels at the store. That means they could start off as a sales associate or cashier and work their way up to assistant or cash supervisor, then eventually assistant manager or department head and then to the coveted store manager or director position. It takes years (and several Christmases) to cultivate the experiences needed to successfully manage a retail operation.
odd closing, there really wasn’t much info about retail and retailers coming out of media outlets. That has obviously changed since our business is providing a wealth of bad news for the media to report. And we do know how much the media loves a bad story.
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