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More Than Half of Retail Businesses are Using Inflation to Price Gouge

inflation

More Than Half of Retail Businesses are Using Inflation to Price Gouge

As the economy recovers from the COVID-19 pandemic, inflation has surged in recent months affecting both retailers and consumers gearing up for the holidays.

In November, Digital.com surveyed 1,000 retail owners and executives to discover how inflation is impacting profitability, pricing, and discount offers this shopping season.

Our findings revealed that more than half of retail businesses are using inflation to drive up prices higher than what’s necessary to offset increased costs.

Key Findings

-56% of retail businesses say inflation has given them the ability to raise prices beyond what’s required to offset higher costs

-Over half of retailers have increased prices by 20% or more on average

-52% of businesses are offering fewer or no discounts this holiday season

-Shrinking discounts and increasing price of complementary products are most popular ways businesses are driving up prices

56% of retail businesses have increased profits beyond inflation to boost profitability

When asked how recent inflation has impacted profitability, 56% of retail businesses responded that inflation gave them the ability to raise prices beyond offsetting costs.

Large enterprises (LEs) were more likely than small and medium-sized businesses (SMBs) and small and medium-sized enterprises (SMEs) to say they were using inflation to more than offset costs at a rate of 63% compared to 52% of SMBs and 55% of SMEs.

“What’s interesting about our findings is that more than half of respondents say that while they used inflation as a reason for price increases, they expect higher profits as a result,” says Digital.com’s small business expert, Dennis Consorte.

“In other words, businesses are inflating already inflated prices in order to turn a bigger profit amid people’s fears over uncertain times.”

Automobile, e-commerce, and electronics industries most likely to hike prices

Our survey revealed that the automobile, e-commerce, and electronics and appliances industries were most likely to be capitalizing on inflation.

Of the businesses we surveyed who belonged to the automobile industry, 72% indicated they raised prices to more than offset costs. Sixty-five percent of e-commerce and 62% of electronics and appliances businesses also admitted to price gouging.

Over half of retailers have increased prices by 20% or more

Eighty-five percent of businesses have increased prices, and 55% of retailers have increased prices by 20% or more on average.

Of those who have increased prices, 28% of large enterprises increased prices 50% or more, compared to 6% of SMEs and 12% of SMBs.

When asked why they have increased prices, 66% of businesses cited rising inflation, 69% supply chain issues, and 57% increased demand.

52% of businesses are offering fewer or zero discounts this holiday season

This holiday season, 38% of businesses will offer fewer discounts than last year, and 14% will not offer any at all.

Smaller businesses are offering fewer discounts this holiday season compared to larger enterprises. Fifty-seven percent of SMBs and 56% of SMEs say they plan to offer fewer or no discounts, compared to 36% of LEs.

It comes as no surprise to Consorte that many small businesses are offering fewer discounts this year.

“Many small businesses are still recovering from lockdowns and other COVID mandates. With the Omicron variant upon us and inflation at a 30-year high, decision-makers feel uncertain about future revenue. For them, fewer discounts could be seen as a way to keep the doors open through the holiday season.”

Clothing and accessories (74%), electronics and appliances (66%), and furniture and home furnishings (57%) are the industries that are most likely to be offering fewer discounts this holiday season.

Businesses are increasing price of complementary products, shrinking discounts

Among businesses that have increased prices, 55% shrank discounts, and 48% increased the price of complementary products.

Furniture and home furnishings (51%), health and personal care (50%), clothing and accessories (50%), and electronics and appliances (45%) are the industries that are most likely to have shrunk discounts.

The industries most likely to have raised the price of complementary products include automobile (61%), building material, gardening equipment, and supplies (46%), electronics and appliances (45%), and health and personal care (43%).

Businesses are also using pricing tactics such as shrinkflation, increased surcharges, and bundling to drive up prices.

“We’re still in a period of fear and uncertainty about the economy and legislative responses to COVID-19. We can expect unusual pricing tactics for as long as this continues. Some merchants will continue to raise prices out of fear, while others will take advantage of their customers’ fears to realize higher profit margins. When the Zeitgeist of our time returns to baseline, so too will merchants in their pricing methodologies,” says Consorte.

Methodology

All data found within this report was derived from a survey commissioned by Digital.com and conducted online by survey platform Pollfish. In total, 1,000 U.S. retail business owners and executives were surveyed. Appropriate respondents were found via a screening question. To qualify for the survey, each respondent had to own a retail business or be an employed executive at a retail business. This survey was conducted on November 18, 2021. All respondents were asked to answer all questions truthfully and to the best of their abilities. For full survey results, please email julia@digital.com.

This article originally appeared here. Republished with permission. 

customer-centric

3 Ways to Take Your Company From Product-Focused to Customer-Centric

The data: Companies that focus on being customer-centric can position themselves better for success than companies that don’t. Research shows that customer-centric companies are 60% more profitable, people will spend 17% more for a good experience, and 76% of customers expect businesses to understand their needs.

The expert’s take: Dr. Debbie Qaqish (www.drdebbieqaqish.com), ForbesBook author of From Backroom to Boardroom: Earn Your Seat With Strategic Marketing Operations, says more CEOs and executive teams must figure out how to transform from being product-centric to being customer-centric in a digital world.

“For decades, companies took a product-focused approach,” says Dr. Qaqish, Partner/Chief Strategy Officer of The Pedowitz Group. “Marketing flooded prospects with product messaging and product conversations. Today, some companies are fleeing from this approach. The conversation is about customer problems and how they can be addressed.

“But many companies still struggle to know how to truly make customers the center of their businesses. It’s essential now in our digital world. CEOs need to realize that the customer is in control, and that companies can no longer win on product strategies alone. Business leaders need to create a corporate capability that allows the company to sense and respond to customer changes in real-time. They must have actionable customer data and use systems that track smart engagement with the customer.”

Dr. Qaqish uses a customer pyramid model to analyze how company leaders can transform their business from being product-centric to customer-centric:

-Change the mindset. To take on a customer-focused viewpoint, Dr. Qaqish says it’s essential that leaders first want to understand the customer. This could entail sitting in on customer service calls. “To get the entire company on board and engaged requires leadership implementing an action plan, including employees being empowered to make decisions geared toward customer satisfaction,” she says.

-Broaden the skill set. Dr. Qaqish lists four capabilities company leaders and employees need to become customer-centric: tech/data/analytics, marketing, business acumen, and customer knowledge and insights. “The shift to a customer focus is about building a strategic capability as a response to new strategic directions,” she says. “One big change is today’s digital customer. With a few clicks or swipes, the digital customer is firmly in control of their own journey with your company. In response, the company’s capability must include mapping, auditing, and optimizing the customer journey.”

-Sharpen the tool set. “The biggest changes in the tool set involve how technology is purchased, managed, integrated and administered,” Dr. Qaqish says. “The way your marketing technology is stacked is a highly visible indicator of your company’s true intentions regarding a customer-centric focus.” She suggests testing the marketing technology to see if it’s aligned to support and enhance the customer journey. “In the middle of a sheet of paper, draw a picture of your customer’s journey from being a prospect to a repeat buyer,” she says. “List the stages of the journey and note all of your technologies around it. Determine how much they support or enhance the stages of the customer journey. A similar exercise can be conducted with data. List the customer data sources and the type of data generated.”

“The digital age has changed the dynamic of the company-customer relationship, and businesses that don’t prioritize more attentive relationships with their customers will likely struggle,” Dr. Qaqish says.

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Dr. Debbie Qaqish (www.drdebbieqaqish.com) is Queen of Revenue Marketing™,  a term she coined in 2011. She is ForbesBook author of From Backroom to Boardroom: Earn Your Seat With Strategic Marketing Operations and Partner/Chief Strategy Officer of The Pedowitz Group, where she manages global client relationships and leads the firm’s thought leadership initiatives. Passionate about marketing’s new role as a revenue creator and growth driver, Dr. Debbie inspires others to embrace revenue accountability in the customer-driven economy. She has been helping B2B companies drive revenue growth for over 35 years and is a motivational speaker, a columnist for numerous marketing publications, host of Get Real with Revenue Marketing, and teaches an MBA class at The College of William & Mary on Revenue Marketing.

sales

eCommerce Success: How to Boost Store Sales Ethically

The surrounding reality dictates specific rules of the game. The world is changing, and very rapidly. Therefore, the ability to adapt to changes is a vital prerequisite for business development. In e-commerce, change happens very quickly. How to stay afloat in this business and achieve success ethically?

Register your business

First and foremost, if you want to be successful with your eCommerce business sales, you need to make sure that everything is okay regarding documents. The easiest way to do so is by registering your business online so you avoid all the paperwork and the hired company does these daunting tasks for you. No matter where you are in the world, you can seek help from Hong Kong company formation services to register your company in Hong Kong.

Plan ad campaigns

Data Management Platform (DMP) is a platform created for advertising marketing purposes as a tool for identifying the target audience. You get not just raw data on loyal customers’ discount cards but a full-fledged synchronization mechanism with the target audience. Using the entered card number, open letter, and other user actions in the network, you can track preferred purchases and generate data sets for conducting advertising campaigns for certain products.

Implement an omnichannel approach

It should be equally convenient for buyers to choose, pay and receive goods by all available means and immediately. You need to understand that omnichannel technologies are not created for the convenience of sellers but for the convenience of customers.

Today buyers choose, compare prices, closely study reviews and delivery conditions on the Internet, and only then go to the store to look, touch, and try on a thing. Or buy it for a promotion announced on the site. It often happens that sellers in stores find out about online promotions and sales from the customers themselves. The product declared on the site does not appear in a particular store, or its prices differ from the online offer.

The introduction of an omnichannel approach uses all possible means of communication with the buyer and greatly facilitates marketing research and sales tactics. For example, free Wi-Fi in a store will make life easier for customers and collect data on the movement of customers around the hall and optimize the display of goods.

Collaborating with a digital marketing agency

No doubt, we need well-functioning internal processes from the receipt of an order to its delivery to the buyer and receipt of money for the goods. You can build this process yourself or collaborate with professional companies such as Tactica, New Jersey SEO Company.

Working with reviews on social networks

Most shopping networking sites and online stores are integrated with social media. Even if one out of a thousand responses is helpful to improve service performance or fix deficiencies, it will pay off. To work in social networks, you need to develop special regulations with KPIs for feedback, response, and monitoring. Try to respond to user comments within 20 minutes.

The uniqueness of each client

Personalization of Big Data-based suggestions depends only on your ingenuity. You can greet the user by name on the site’s main page and in mailings or offer him products depending on geolocation and weather conditions. The main thing is to personalize a specific purchase as much as possible. For this, predictive analytics systems are already being created, which, based on user behavior (purchases, search queries, and surfing the web), determine what they may need in the foreseeable future. Alternatively, you can turn to an SEO consultant who can help you expand your online presence and increase your sales.

Channels of connection

Service automation is not only about having a contact center, where the client will be promptly answered not by a boring robot but by a friendly consultant, but also by many other channels. The call center should be integrated with social networks and messengers, and the voice communication between operators and customers should be made more informal. The operator’s on-call question at the beginning of the conversation, how he can help, rather irritates the client. After all, this is why he calls to help him. However, communication in online chatbots and answering machines, which receive requests from users around the clock, is irreplaceable. A full-fledged customer service based on CRM systems will allow you to automate processes as much as possible and competently respond to requests in a short time.

Conclusion

To ethically increase e-commerce sales, try to implement multichannel communications and modern sales resource management systems—leverage modern Data Management Platform (DMP) software platforms. Integrate retail networks and online stores with social networks. Personalize your offers as much as possible with Big Data. And, of course, automate CRM-based customer service using chatbots, social networks, and instant messengers.

business

7 Proven Tips To Buying a Business Post-Pandemic

When is the right time to buy a business? It’s an important question many people ask themselves for a variety of reasons, and it becomes even more interesting when they’re considering purchasing a business after the COVID-19 pandemic ends.

That leads to a series of related questions. Such as, what types of businesses and locations will represent the best opportunities post-COVID? Which ones will pose the highest risk? Should potential new owners expect to get a decent deal, or would it be worth putting a bunch of their savings toward?

What kinds of companies have these potential owners been dreaming of during their working days? Shouldn’t it be the kind of business they could enjoy, rather than one that would run them into the ground, perhaps causing regrets and a lot of lost money?

Chances are, a lot of people will be ready to sell after the draining pandemic, and here are some tips to help you decide about buying:

1. Decide how much money you want to make. This should be the first question you should ask yourself because of the amount of money you want to make determines what kind of business you are going to buy.

2. Pursue a business you would enjoy. It is always better to be involved in a business that reflects your interests and brings you enjoyment. Ideally, your vocation will be a vacation. We don’t want to acquire a business that requires us to be behind a desk all day long when our passion is to be outdoors.

3. Make a list of all your talents. From the obvious to the forgotten ones. Don’t leave any of them out. If you are proficient at MS Word, Excel, and other computer programs, write it down. If you know how to play a musical instrument, be sure to include it on your list of talents. Take a complete inventory of things you know how to do, which will be important in your search for the business you are going to acquire.

Once I was coaching an individual who wanted to earn additional income because their job wasn’t producing enough money. After we did an inventory of their talents, we discovered that in their younger years they had managed rental properties for their dad. I suggested they start a real estate management business. They did and eventually owned and managed multiple properties, ultimately netting a six-figure income.

4. Select where you want to work. Do you want to stay in the same area where you are residing now, or are you willing to relocate? If you are not interested in relocating, then there is a possibility your opportunities will be limited, unless you decide to work on a national basis by selling products on the internet.

The famous bank robber Willy Sutton was asked, why did he rob banks? To which he replied, “That is where the money is.” The best place to own a business is where there is growth. Cities, communities, and relationships are all either living or dying because nothing stays the same. Things are either going backward or forwards. Stack the odds in your favor; go where there is growth and give the business an edge.

5. Know who you are as a potential business owner. Are you a self-starter who is disciplined, and once you start a project you finish it? Or do you perform better with a partner? I have worked with many people who, even though they were provided with a step-by-step guide for what to do, were not able to implement and complete the program themselves. But if they partnered with another individual, they completed the job. When buying an operating business, you will get not only the playbook of how things are done but employees who know the business and a business that is producing a cash flow from the day you take over.

6. Know your comfort level – out front or behind the scenes? Do you like working with the general public and servicing the general public, or are you more comfortable behind the scenes helping people via emails or telephone? If you are an introvert who feels uncomfortable talking to people in person on a daily basis, then you should not own a retail or service business that requires a lot of personal interaction. I have seen people who enjoyed being a customer in a retail business, then purchased a retail business, only to discover they didn’t like the hours involved, working with individual shoppers, or the back-office duties. They ultimately sold the business at a loss.

7. Don’t get hung up on how and where you will get the money to get started. Once you have determined how much money you want to make, what you enjoy doing, what your talents are, and where you want to live, finding the right business gets a lot easier. Now you have the checklist of wants and needs, and all you need to do is to search out businesses that are for sale.www.bizbuysell.com,www.businessesforsale.com

I have bought businesses with no money down and have started businesses with no money down. Sometimes you may have to borrow money from credit cards or bring a partner on board to provide the money while you provide the work. This is called “bootstrapping” and it is how many people get started.

Or you may want to use what we call “Love Money,” which is from family and friends. Money is not as hard to get as people think, because if the opportunity is good enough you will find the money. Money is attracted to opportunity. Especially after a pandemic. Many owners are tired of operating their businesses and are more receptive to selling out now than before. And as the saying goes, “Luck is when preparedness meets opportunity. And opportunity is always there.”

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Terry Monroe (www.terrymonroe.com), is founder and president of American Business Brokers & Advisors (ABBA) and author of Hidden Wealth: The Secret to Getting Top Dollar for Your Business with ForbesBooks. Monroe has owned and operated more than 40 different businesses and sold in excess of 800 businesses. As president of ABBA, which he founded in 1999, he serves as an advisor to business buyers and sellers throughout the nation. As an expert source he has been written about and featured in The Wall Street Journal, Entrepreneur magazine, CNN Money, USA Today, CEOWORLD, and Forbes.

profitable

How to Have a Profitable Business in Any Economy

People start and buy businesses for many different reasons. Some people do it as an extension of their passion for a certain thing such as flowers, woodworking, machinery or serving people. Some people do it for the thrill of winning, but ultimately everyone who goes into business does it to make money.

There are thousands of books that have been written about business telling you what to do and what not to do, but ultimately making money in business is not that difficult. Listed below are five fundamentals of what it takes to have a profitable business.

Income – expenses = profit. Income is determined by how much money is generated by the business. Expenses are what is needed to operate the business. Profit is what is left over after deducting the expenses from the income. You can always increase your income, but you can only reduce your expenses so far before you don’t have enough of the basics to keep the business operating.

Sales. A lot of people don’t like to hear the word sales, because they don’t want to be in sales or affiliated with sales, but without sales there is no business. Sales is the business. The major goal of every business is to increase sales, because without sales there is no income.

Sales combined with income and expenses applies to all industries. It doesn’t matter if you are operating an exercise/yoga clinic or a computer chip manufacturer, the formula is the same. Even churches have a sales department to entice their congregation to give more. Sales is what makes the world go around.

The formula shapes your business model. Over time, with the practicing and perfecting of the sales aspect along with the income – expenses = profit formula, you will develop a business model that works. This is called a profitable business.

Make the model scalable. To add more profits, hopefully the business model you have created is scalable and you can duplicate the business model either through franchising, dealers representing your business, or the opening of additional facilities using the same model you created and perfected.

What I have explained in five steps is very simplistic on how to have a profitable business anywhere. This formula is applicable in any geographic area and to any business. Anything else beyond the sales and income – expenses = profit model is called an excuse. I was taught early on in my business career that “You can make money or you can make excuses, but you can’t make both.”

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Terry Monroe (www.terrymonroe.com) is the president and founder of American Business Brokers & Advisors. The author of four books, he most recently published Hidden Wealth: The Secret to Getting Top Dollar for Your Business, with ForbesBooks. Monroe is a professional intermediary, consultant, and market maker for privately-held companies and has been involved in the sale of more than 800 businesses. In his 35-plus years of service, he has owned and operated more than 40 different businesses. At American Business Brokers & Advisors, he serves as a consultant for business buyers and sellers throughout the nation. As an expert source he has been written about and featured in The Wall Street Journal, Entrepreneur magazine, CNN Money, USA Today, CEOWORLD, and Forbes.