YAWN! Is this the best way to go....or is custom tailoring for each local market?
Let's be honest....the most impressive aspect of Rouleau's vision for TUES is the intent to broaden assortments, lower initial markups, and increase the "better branded" composition of the mix.....and thereby, in theory, increase turnover, "store excitement," and decrease "dead inventory." If that vision succeeds, then none of this nonsense about cash registers, or "store standardization" will matter. It's about BUYING RIGHT...or the lion's share of it is, anyway.
My problem is that there is NO evidence, from the Xmas season, that that strategy is working....with adjusted operating income down nearly 20% from the year ago quarter. What Rouleau has evidenced, simply, is that he is able to push more stuff out the door, at LOWER overall margins, and hire more people to help get that stuff out the door, bloating the company's costs. Why am i not impressed? And why is Primecap salivating??
The replenishment system isn't nearly detailed enough to custom tailor individual store inventories. And I don't have any confidence in Regional Management to make it happen. Much less the Zone Management. They were in better position 10 years ago - but - Kathleen let it go almost totally to hell. That bunch of clowns in Store Operations didn't know much of nothing and it showed. And merchandise buying went seriously south in a hat box. And frankly speaking, I've seen very little improvement in merchandise quality. Jeez. All that junk called women's clothing? Much less shoes.
Oh well. Glad I left. No regrets what so ever.