Page 13 - DMGT554_RETAIL_BUYING

Retail Buying

Notes Communicating with the Merchandise Departments

Independent retailers with just one store communicate with their staffs on a daily basis and
quickly acquire information that could be helpful to future buying plans. Buyers who have
merchandising responsibilities for numerous stores in a vast geographical region, however,
cannot visit them regularly. Since, feedback from the various people who interact with the
customers on a regular basis is imperative, it is necessary to have a plan that provides for
communication with them. By establishing such a plan, the buyers are able to feel the pulse of
their departments throughout the organization. In this way, they can better serve the needs of
their clientele.
The focus of these buyers’ attention is with both in-store department managers and sales
associates. These are the individuals who learn firsthand such important pieces of information
as what types of goods the shoppers are looking for that are not on the selling floor. The store’s
records quickly tell the buyers which merchandise are selling quickly and which items are slow
sellers, but not the merchandise that is being sought by the shoppers that is not in stock. Only
some sort of direct communication will provide such information. Some of the ways in which
this exchange of information is generated are discussed below.

 Store Visits: In some of the larger organizations, the buyers determine which branches or
units are the best barometers to gather firsthand merchandising information that will
improve purchasing. By selecting one or two stores that are typical of the others in the
group, the buyer can make routine visits and use the information gathered to plan for all
of the stores that are his or her responsibility.

Example: At Belk, buyers based in one of the regional offices make regular visits to their
major units in the malls to meet with department managers and sales associates. They also
carefully check interior displays of merchandise and make suggestions as to how and where
they would like certain styles featured. By merely moving an item from one floor location to
another, sales of that product could improve. No amount of telephoning or other communication
method could possibly afford such information.
 Telephone Communication: Of course, daily telephone calls are the order of the day between
the buyer and the selling-floor personnel. These are generated either by the buyer or the
department manager. A buyer might want to know what kind of sales activity is taking
place during a special promotion or how shoppers are reacting to new merchandise. The
department manager might want to inquire about the availability of certain merchandise
that is out of stock or offer advice on possible reorders. The telephone provides quick
interaction.

 Fax: The fax has offered an opportunity for buyers and sellers to communicate in yet
another timely fashion. It doesn’t take the department managers away from their selling
floor responsibilities as does the telephone. It also may be used to forward a visual
document to or from the buyer.

Example: If the buyer wishes to have merchandise placed on a display fixture in a certain
manner, a picture of this would eliminate any confusion. The use of the telephone in such a
situation might not clearly deliver the message.
 E-mail: The emergence of e-mail has added yet another dimension to the communication
effort. Instant messages or questions that require immediate responses can be delivered to
the stores by the buyer. With most retailers having a wealth of computer terminals
throughout the store, quick decision making can take place. More and more buyers are
using this communication technique.

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