TARGET’S NEW RULES FOR VENDORS TO TIGHTEN UP SUPPLY CHAIN AND INVENTORY

Target Corp is tightening its supply chain requirements for its vendors as part of a multi-billion dollar plan. The rules, effective May 30, include tighter deadlines for deliveries to warehouses, and fines for late deliveries and inaccuracies in product information.

Says Target’s COO, John Mulligan, vendors need to help keep shelves stocked, maximize sales and control costs. A letter was sent to suppliers. In the letter, Target stated the goal to keep products stocked to “lower missed sales for all of us.” Target US stores in 2015 held 8 to 9 billion items on store floors, in transit or in warehouses at any point in time.

The new rules will be phased on over the summer, with household, paper, and pet products needing to comply in June, health and beauty complying by July and apparel, home and electronics in August.

Source: Reuters.com

BUILDING SUPPLIERS SEE BEST QUARTER IN ALMOST A DECADE

Amid reports from the Commerce Department that housing starts in March were up 14.2% from last year, paint, drywall and other building suppliers are seeing an uptick in sales. Sherwin Williams reported on their investor call forecast-beating first quarter profits. They reported an 11% increase in sales revenue from its stores and a 44% improvement in profit.

USG Corp., manufacturers of drywall and ceiling tiles, reported the “best quarter we’ve had in almost a decade”. Sales increased 7% to $970 million.

Great weather is attributed to work on homes starting earlier in the year than usual. Illinois Tool Works Inc., supplier of screws, fasteners, nail guns and other items improved its operating margin to 21% from 17% last year. Says CEO Scott Santi, “We certainly exited the quarter in pretty good shape. We’re not seeing anything slow down.”

Building materials, garden equipment and supply dealers show estimated sales increases of 11.9% over Q1 2015. Analysts are predicting that Home Depot and Lowe’s may post stronger than expected sales for their quarters ending April 2016.

Source: Wall St Journal, Seeking Alpha

2015 ONLINE RETAIL SALES GREW IN SURPRISING CATEGORY

For the first time in a decade, online sales spending on apparel and accessories surpassed computer hardware sales in 2015. For the year, clothing generated $51.5 billion in online sales, over the $51.1 billion spent on personal computers and tablets, which held the highest sales until now. In Q4 2015, apparel and accessories sold $17.2 billion.

Retailers’ efforts to make it easier to shop online and return with less risk is a big factor. Shoppers are getting more comfortable with the fact that if a pair of pants does not fit right or a blouse is a different color than they expected, it can be returned with little hassle and little to no cost. Online shopping of apparel and accessories also grew due to the fact that, unlike a laptop or tablet purchase, these products do not require a lot of research by the consumer before they buy, and are easy to buy with an image on a small mobile screen.  E-retail sales of the apparel and accessories industry is expected to continue to grow, with total online sales estimated to grow up to $434 billion by 2017. 

Source: Internet Retailer

UPSCALE COSMETICS SALES ARE BEAUTIFUL

The upscale beauty business continues to shine. In 2015, prestige beauty - makeup, fragrances and skin care products that are not found typically at drug stores, saw a 7% increase in sales. Sephora and Ulta each posted phenomenal sales results. Estee Lauder raised its sales forecast as demand for their product line are growing. The makeup subcategory was the strongest, with a 13% increase last year.

In a “selfie-ready age” and YouTube and Pinterest an easy way to get product tutorials, makeup trends are growing the sales. Thicker eyebrows are trendy, so products such as brow-enhancing serum and eyebrow mousse are becoming more popular. In our health-conscious society, products with natural or clinical orientation, which are pricier, comprise the largest share of prestige skincare sales.

JC Penney plans to accelerate its Sephora Inside JC Penney locations, and Kohl’s has redesigned its beauty area on 900 of its stores. Macy’s acquired $210 million Bluemercury, and plans to grow to 150 locations in the next 2 years. Target acquired Sonia Kashuk brand, and L’Oreal is opening brick-and-mortar locations of its NYX Cosmetics concept.

Accelerated Analytics works with a large percentage of beauty brands, such as L’Oreal, Anastasia Beverly Hills, Estee Lauder, Parlux Fragrances and LVMH. Click here to see our full list of beauty vendors, who utilize Accelerated Analytics’ POS reporting tools to track sales and inventory levels at their retailers, such as Dillard’s, Macy’s, Sephora and Ulta.

Source: Washington Post

NRF SAYS CONSUMERS PLANNING TO SPRING INTO RETAIL SPENDING ON ST. PATTY’S DAY AND EASTER

With two big spring holidays upon us in March, the National Retail Federation reports that consumer spending appears to be on the rise. The NRF conducted two consumer surveys that indicate that trend is coming. According to its annual St. Patrick’s Day Spending Survey, over 125 million Americans will spend $4.4 billion on today’s holiday. 56.5% of those celebrating will purchase food and beverages, 28% will buy apparel or accessories, 23.3% will buy decorations and 17.2% will buy candy.

According to the NRF Easter Spending Survey, consumers plan to shop at 13-year high levels. The holiday is expected to reach spending of $17.3 billion. Half of that spending will be on clothing, gifts and flowers. “Retailers are beginning one of their busiest times of year and are more than ready as consumers shop for Spring essentials, “NRF President and CEO Matthew Shay said.

58.4% of shoppers will head to discount stores, followed by 41.4% in department stores. Online shoppers grows to 21.4%, up from 18.8% last year.

Source: National Retail Federation

WARM WEATHER HELPS HOME DEPOT SALES RISE ALMOST 10% IN 4TH QUARTER, AS HOME PRICES INCREASE AND DEMAND FOR NEW HOME CONSTRUCTION STARTS 2016 WITH SLOW GROWTH

The Home Depot’s fourth-quarter sales included an 8.9% sales increase in US stores that have been open for at least one year. This is despite the challenges facing the rest of the retail industry. Sales were strong the entire quarter, but warm weather in December brought in a sales spike – Home Depot attributes $100 million in sales growth to the milder weather. High sales were seen for power washers and pressure-treated lumber by homeowners building decks.

Home prices also rose in December, showing the strongest gains since July 2014. The Home Price Index showed a rise of 5.2% in the 12 months ending in December, versus a 5.2% in November. The national median sale price for a home in December was $213,800, 8.2% from the previous year. There is a limited inventory of homes for sale, and demand for new homes is likely to drive more new construction and help keep a ceiling on the rising home prices, although January 2016 was a slow start for new home construction for the year.

Accelerated Analytics helps Home Depot vendors, such as WM Barr, Hillman Group, Alexandria Molding, and CPG Building Products to manage their sales and inventory data to drive results. Our vendors use our analytical measures, such as sell through, inventory shortages, out of stocks, weeks of supply and consumer purchasing trends, to take quick actions to ensure they are optimizing inventory and growing sales.

Source: Wall St. Journal

LOWE’S ANNOUNCES Q2 EARNINGS RESULTS ARE UP, FALLING JUST SHORT OF ANALYSTS EXPECTATIONS

Lowe’s reported an 8.4% increase in profit for Q2 2015, with net earnings of $1.3 billion and $1.20 a share. This up from last year’s Q2 earnings of $1.04 billion and $1.04 per share. Analysts were expecting results of $1.24 per share.

The home improvement retailer’s net sales rose 4.5%, which was in line with expectations. Same store sales at stores open at least a year were up 4.3%.

“We posted solid results for the quarter and were able to capitalize on big-ticket market share opportunities with strong growth in categories like appliances and outdoor power equipment,” Lowe's CEO Robert Niblock said in a statement.

As of July 31, 2015, Lowe's operated 1,846 home improvement and hardware stores in the United States, Canada and Mexico representing 201.4 million square feet of retail selling space.

For fiscal year 2015, Lowe’s expects to add 15 to 20 new home improvement and hardware stores, and expects total sales to increase 4.5% to 5%.

Sources: USA Today, MarketWatch

BACK TO SCHOOL SHOPPING EXPECTED TO RISE THIS YEAR

A Consumer Pulse survey of parents of K-12 and college students found that 56% of respondents plan to spend more money per child this year on back-to-school supplies.

K-12 parents plan to spend an average of $873 per student, while parents of college students plan to spend more than $1,100 per student. 38% of parents intend to purchase technology products, on average spending $400 compared to $278 on apparel. Technology products are needed as student use of technology in the classroom increases, requiring parents to buy laptops, tablets and mobile phones.

61% of those surveyed said store sales and promotions will be the main determinant of when and where they will do their back-to-school shopping.  74% of parents said they prefer to shop at big box retailers or chains to get a better deal.

Online shopping and mobile shopping are increasing with parents. 50% of the parents had clicked on an online ad in the past 7 days and 48% had clicked on a mobile ad. Over 40% of parents stated they made a purchase within the past week based on a mobile or online ad.

Source: Retailing Today

NRF SURVEY REVEALS INVENTORY SHRINK IS A $44 BILLION PROBLEM FOR RETAILERS

Inventory shrink, or the loss of product due to shoplifting, employee and vendor theft and administrative errors, costs retailers billions of dollars. The NRF and the University of Florida provided survey results this week stating that in 2014 inventory shrink averaged 1.38% of retail sales, or $44 billion.

Shoplifting accounted for 38% of the loss, followed by 34.5% in employee theft. The rest consisted of 16.5% administrative errors, 6.8% vendor fraud or error and 6.1% unknown loss.

While grocery chains have the highest shrink rate, home center/hardware/lumber/garden reported average shrinkage of 1.09%.

Tracking inventory effectively is key to managing shrink. Actual and accurate inventory counts eliminates the over/under counting in the results. Verifying product delivered is what was ordered and is accurately described in systems is also paramount – if an expected-sized item was not available, and the vendor ships a different size, but that difference is not noted, a retailer can end up with a surplus of one size, a shortage of another, and a dent in their inventory valuation. Inventory measurements should be looked at in both units and dollars. A retailer could be 99.5% accurate in dollars but only 94% accurate in units.

Shrink-related data is stored in different applications such as POS/point of sale, inventory, receiving and store applications. Having the ability to obtain reports that combine point of sale and inventory data in a timely fashion is imperative to take action quickly before the data becomes outdated.

Accelerated Analytics is a comprehensive service for collecting, analyzing and reporting on POS point of sale and inventory data, to increase sales, optimize inventory, recognize inventory shrink and respond faster to this information.

Source: Chain Store Age, ProSales

FOSSIL GROUP EXECUTIVE MOVES TO VERA BRADLEY, INC., AS CMO

Vera Bradley, Inc., has hired Theresa Palermo from Fossil to be its new Chief Marketing Officer. Ms. Palermo will start at Vera Bradley on June 22.

"Theresa comes to Vera Bradley with an accomplished retail marketing background," said Vera Bradley CEO Robert Wallstrom. "She has a terrific blend of creative and analytical skills and a solid track record of building brands, engaging consumers, and driving sales through designing and executing comprehensive marketing programs. Marketing is a key focus for Vera Bradley as we work to create excitement around our brand and introduce consumers to our myriad of new products. We are anxious for Theresa to get started." 

As CMO, Palermo will be responsible for marketing strategies and initiatives that build brand awareness and revenue growth across all of Vera Bradley’s product channels.

Palermo was VP, Global Marketing and PR for Fossil Group. Prior to Fossil, she held key marketing roles with Collective Brands, The Timberland Company and the J.Jill Group.

Vera Bradley, Inc. designs women’s handbags and accessories, luggage and travel items, eyewear, stationery, gifts and baby products.

Both Fossil Group and Vera Bradley, Inc. are customers of Accelerated Analytics, using their POS and Inventory analytics and reporting tools to manage stock levels, store performance, sell thru and sales activity.

Source: Retailing Today 

NRF ANNOUNCES AMERICANS ARE POISED TO SPEND THIS EASTER

The National Retail Federation released its 2015 Easter Spending Survey, gauging consumer behavior and shopping trends leading to the holiday. The report finds that the average person celebrating Easter will spend $140.62, over 2014’s $137.46 average spend. Total spending is expected to reach $16.4 billion.

“Easter will be the perfect segue into spring for both consumers and retailers who have longed for warmer weather for quite some time,” said NRF President and CEO Matthew Shay. “As one of the busiest times of year for several retail sectors and as shelves begin filling with both traditional spring and holiday merchandise, retailers are looking forward to welcoming shoppers with attractive promotions on home goods, garden equipment and traditional Easter items.”

The survey found that 45% of those celebrating will purchase clothing, spending more than $2.9 billion. They will also spend $2.4 billion on gifts, $1.1 billion on flowers, $998 million on decorations and $695 million on greeting cards.

58% plan to spend at discount stores, while 41% will shop at department stores. Additionally, 21.8% will shop at a specialty store and 18.8% will shop online.

Source: Retailing Today

Macy’s Reports 2014 Holiday Sales Results and Big Changes for 2015

Macy’s reported a 2.7% year over year increase in sales for November and December. This was in line with their projected 2-3% sales increase prediction.  "We feel very good about our performance in the November/December period as we reversed trend from a soft third quarter and set the stage for continued progress going forward,” Terry J. Lundgren, Macy’s chairman and CEO, said.

That continued progress includes the announcement of major changes at Macy’s for 2015. These changes include a restructuring of merchandising and marketing functions at both Macy’s and Bloomingdale’s, focusing on the company’s omnichannel approach as well as a series of adjustments to its field and store operations to increase productivity and efficiency that include closing 14 of its 790 stores and some related layoffs. Macy’s also announced opening two new locations and reconfirmed plans for seven others.

The company will change its merchandising-related functions in local districts to improve the ability to localize assortments by size, color, fabric weight, style, fit, category and brand. Among the changes, the company is eliminating positions known as “district planners” and reinvesting in new regional teams devoted to specific themes of merchandise localization. Plans call for these teams to intensify Macy’s warm-weather strategies, as well as address topics such as meeting the needs of more traditional customers who live in northern climate zones, and better understand and support the diverse needs of multicultural customers. Macy’s contends its field team will continue to represent a significant competitive advantage in reacting quickly to changes in customer demand.

Macy’s will expand its existing fulfillment center network in Arizona, California, Connecticut, Tennessee and West Virginia with a new 1.3 million square foot fulfillment center opening this year in Tulsa.

“Going forward, Macy’s and Bloomingdale’s will be better able to move more quickly and nimbly to select merchandise, assort inventories and serve total customer demand, no matter how, when or where the customer shops,” Lundgren said. “Some redundant activity also can be avoided to accelerate speed to market, partner more effectively with vendor resources and ensure the merchandising organizations are more responsive to the marketplace in making and implementing decisions.”

Source: Retailing Today

J.C. Penney Stock Soars 20% with High Year-End Sales Growth

Although analysts had projected retail growth in December to average 2.7%, J.C. Penney reports that sales rose 3.7% for the last 9 weeks leading up to the end of December. That compares to 3.1% growth for the same time period last year.

Last year at this time, Penney did not disclose sales results, which drove the stock down and raised investors’ concerns about the company’s turnaround efforts after failed changes in sales strategy. This included removing discounts and popular house brands.

“Our highest priority over the last year has been to restore profitable sales growth at J.C. Penney,” Chief Executive Myron E. Ullman said. “This holiday season was instrumental in that effort.”

The National Retail Federation (NRF) projects this holiday season to boast the strongest sales growth since 2011. J.C. Penney is the first large retailer to report holiday season sales.

Demand Driven Planning in 2013

The availability of retail point of sale data over the past several years has created the opportunity for vendors to gain a detailed understanding of consumer demand at the retail point of sale.  Actual consumer demand at the retail point of sale presents a more accurate and timely picture of how your SKU’s are selling than retailer forecast advice or even retail purchase orders.  So why don’t all vendors collect EDI 852 or retail POS data from their customers and use it for creating forecasts and managing sales?  There seem to be several myths holding vendors back….

Myth #1: Collecting and analyzing EDI 852 / retail POS data is expensive and complex.  In a few limited cases like Home Depot and Menards it is true that the simple process of collecting the data has some expense.  Home Depot EDI 852 for example must be collected using a VAN so there are data transmission charges.  Menards charges a vendor to purchase a RSA SecurID.   But most retailers make EDI 852 or retail POS data available for free and even when there is a fee the benefits exceed the expenses.   Extracting the data, matching to item catalog details and store details does require some expertise but there are many SaaS applications now like Accelerated Analytics which will outsource the technical requirements for an affordable monthly fee.  By monitoring the consumer demand and inventory on hand at a SKU / store level of detail a vendor can proactively work with the retail replenishment manager to avoid out of stocks.  Every sale you get that would have been lost due to an empty shelf is returning value and paying for the expense of collecting and using the EDI 852 data.  How many lost sales do you need to recover a monthly data management fee that is typically less than $2,000?   At a chain like Home Depot with roughly 1900 stores in the USA the answer is not very many.

Myth #2:  My buyer won’t accept replenishment recommendations.  We hear this all the time – “I realize I could probably increase my in stock rate using EDI 852 / POS data but my retail customer uses automated replenishment or has a fixed open to buy plan so my recommendations fall on deaf ears”.  Several things are at work with this myth.  First, most vendors are operating on an assumption that if they talked to their buyer, they would discover is inaccurate.  I’ve talked to buyers at many retailers and I get a consistent answer – if the vendor can quantify the problem and provide an accurate order recommendation I will take it into consideration.  Second, the vendor has to demonstrate a competency in using the data for basic tasks like sales monitoring before they try to recommend orders.  I’ve seen countless examples of a vendor providing sales reporting and value to a buyer who then gains confidence the vendor can get the demand forecast right.  Finally, you have to start off slow.  Start with your highest turn products at your A volume stores and calculate the lost dollars sold for an 8 week period.  Then go to your buyer with a summary of your findings and actions to improve in stock and quantify the sales opportunity for both of you.  Make conservative recommendations to increase the WOS by one week so you gain back some sales but avoid loading the store with inventory and dropping your GMROI.  They have the same goal as you – to sell more product!

Every vendor that sells a product through a retail store should invest into analyzing retail point of sale data and using it for creating detailed action plans.  The data acquisition and reporting costs are very low when you consider them as a percentage of your retail sales and the upside benefits of increased sales, better assortment planning, and optimal inventory on hand are huge by comparison.  Let’s make 2013 the year that all vendors make the investment.  

Getting Your Buyer to Agree to A Test

Getting your buyer to agree to push order recommendations, modular changes, SKU assortment changes, etc can be a challenge.  Here is some practical experience on how to make it happen.

Running a test with your buyer can be a very effective way to ‘sell them’ on new ideas.  Many times our clients want to use our forecasting tools to push recommended orders to replenishment managers, but the replenishment manager is not receptive to adding extra work to their day and they certainly don’t want to risk overloading stores with too much inventory.   Many times our clients want to change the modular assigned to a store or SKU assortment within an existing modular, but again, the buyer is reluctant to make a change that could have negative results.  Proposing a test is a good way to limit their risk and overcome their concerns.  If the test is properly designed and the control group is selected to provide a proper comparison, your idea should receive a fair vetting.

I spent considerable time today helping a client build a list of stores for a modular test at Wal-Mart.  My client has modulars at Wal-Mart in the following widths: 40’, 36’, 32’, 20’ and 12’.  The SKU assortment grows based on the width of the modular, so a 20’ modular has all the SKUs of a 12’ modular plus some extras.  They have gained the agreement of their buyer to test 25 stores with a larger modular than the store would otherwise qualify for to see if the demand for their products is deserving of more square feet.   The test stores were identified by the buyer and are in close proximity to my client’s office, so they can easily visit the stores.  The test stores have all been promoted to 36’ modulars, which is larger than they had in 2009 and larger than they would otherwise be traited for based on their profile.  The task today was to identify 25 control stores so we can test the sales lift over an 18 week period.  To identify the control stores, the following information was pulled out of Retail Link: 2009 total units sold by store for all stores in my client’s home state.  The first thing we did was calculate the minimum, maximum, average, and median 2009 unit sales for the test stores.  We then eliminated all potential control stores which were not within the min/max, and then further narrowed our list by looking for stores that were +/- 20% of the median 2009 test store group unit sales.  All stores in the test group are Supercenters, so we then eliminated all stores under consideration for the control group that were not Supercenters.   The next consideration was the demographics of the test store group compared to the potential control stores.  We pulled a list of demographics for the test store group, using the store zip code for each of the 25 test stores, and looked at the following traits:  population density, median income, dominate race, and median age.   We created a profile using the averages for these traits.  We then cross referenced the possible control stores demographics along the same traits to identify the closest matches. 

The key is that by using UPC/store level EDI 852 or Retail Link data, the vendor is often in a better position to analyze the demand of individual stores and make recommendations to a buyer on things like orders, modulars and SKU assortment.  Store level planning is the holy grail of maximizing sales, but I’ve not met a buyer yet that has the time or resources to do that.   So the responsibility falls on the vendor to make it happen and proposing a test is often the way to get the ball rolling.

Promotional Displays - Do they work?

Many vendors use displays at retail customers to drive higher visibility and increased sales. A floor pallet or wing stack with product is a popular display program. These programs are often offered to the retailer at a discounted price and usually require the vendor to absorb both the discount and the cost of preparing the display. The objective is a short term boost in sales that hopefully creates long term repeat buyers. The question is, do displays work?

We have been studying this exact question for a number of clients who sell at Home Depot, Wal-Mart, and Lowe’s. Unfortunately, the impact of displays can be very difficult to analyze, for the following reasons.

· The SKU’s on a display are usually the exact SKU’s that are available on the shelf and as a result it is not possible to uniquely track a display sale vs a regular on shelf sale. You can look at the sales before the display shipped and after it shipped and calculate the change in sales, but it’s not an exact science.

· Shipping of products is increasingly going through a distribution center and not directly to the store. As a result, the exact store and delivery date of displays can be difficult to track without significant extra effort and coordination with the retailer.

· The retailer often exerts a significant amount of influence on store selection and the timing of when the display will be shipped. While this is understandable, it can be detrimental to the vendor and, unfortunately, sales.  Not all stores warrant a display, and for many products, the timing can have a large impact on sales.

· The execution of the display can be uneven across stores, since many store managers have a great deal of latitude on where the display will be located. In addition, store managers have latitude on the length of time a display will be available, and when the display is broken down and the inventory put into the regular shelf position.

What can be done to increase the measurability and effectiveness of displays?

· The most important action a vendor can take is to use a display SKU that is different from regular on shelf items. This is the ideal solution, but in reality this is very hard to do, because retailers do not like to have new SKU’s and most especially if the item is a short term sale.

· Work with the retailer to design display programs that can be accurately tested. There are several variables you can work to control: store quality, location, timing, display type. The key is to create test programs which have these variables controlled, so you can track their success. For example, you might choose 50 grade A (high sales) stores in two geographically similar markets and ship a display to them in the spring. Then ship the same display to the same stores in the fall. This provides the ability to understand if time of year impacts the rate of sales. You can then create a program that changes a different variable and test its impact. Operationally, this can be challenging because often the retailer must approve the display store list and timing, but working together, there is an opportunity to explain the benefits of testing and the cost realities born by the vendor that make the test essential.

Accelerated Analytics will be posting additional thoughts on displays in the future and welcomes your feedback and insights.

Promo strategies for seasonal products

If you have a seasonal product, is it best to run promotions during the core selling season or during the down season? I’ve been analyzing this exact question for a customer this week and the data can make a case for both approaches. On the one hand, it seems like running a promotion like a rebate or floor display during the key selling season makes sense. In that case, the promotion is timed to when the consumer is likely to purchase your product. Or at least be thinking about it. On the other hand, if the consumer is likely to purchase your product during the key selling season anyhow, perhaps managing inventory and avoiding out of stock is the right strategy. If promotions are aimed at the non-core selling season when demand is historically low, doesn’t that provide the opportunity to increase sales? It’s a difficult question and I’d be interested in hearing Brand Managers experiences and insights.

Retail sales hop 1.2%, pushing hope for the holidays plus 5 simple strategies to raise your sales

The Commerce Department reported that October '10 sales for the retail industry jumped 1.2 percent from the previous month, the most important gain since March. The rise was driven by a 5 percent spike in auto sales, which analysts said was particularly encouraging because it showed consumers were ready to tackle big-ticket purchases. Moreover, September's sales gain was revised upward coming from a 0.6 percent increase to 0.7 percent.

Still, consumers remained choosy about where they spent their dollars. Home furnishings stores and electronics retailers each suffered a 0.7 percent drop in sales. Department shop sales also declined 0.7 percent, while health-care stores dipped 0.1 percent.

Instead, consumers returned to restaurants and bars, sending sales up 0. 3 percent. On-line retailers, that have held up much better than their bricks-and-mortar counterparts, registered a 0.8 percent jump. Shoppers also bought more clothing, a 0.7 percent boost.

Excluding autos, retail sales rose a decent 0.4 percent, in spite of the mixed performance across sectors. Retailers are hoping that this momentum will fuel the all-important holiday season.

As outlined by a survey by the National Retail Federation, an industry trade group, nearly 11 percent of consumers have finished the vast majority of the holiday shopping, up from just a bit more than 9 percent a year ago. The group predicted shopper's average spending would inch around $688.87 in 2010, a 1 percent increase over a year ago.

The NRF's annual holiday survey found that more shoppers are expected to get gifts for family and friends - and also themselves. The quantity of consumers who said they planned to indulge themselves rose eight percentage points to 57 percent in 2010.

The forecasts, coupled with the brand new October data, paint an image of consumers treading carefully on their way back to the mall. Economists say that spending is unlikely to rebound, with no corresponding improvement in the employment market.

The unemployment rate remains stuck at nearly 10 %, data released from the Bureau of Labor Statistics showed hope. Mass layoffs have declined in size and frequency. And private-sector employment rose 0.3 percent during the third quarter, in comparison with last year, the 1st increase since 2008.

How may you increase add-on sales throughout the Holidays?

Below are a few solutions to boost the units per transaction, and increase the average transaction as a result.

If you want this, you should buy that - Creating feature areas within your store that have a number of major stuff you need to push for holiday, surrounded by complimentary products, helps sell more than just that one item. Use signage and have the workers talk with customers to assist them to know how these products interact.

Stuff the Stockings - I still push stocking stuffers for holiday as customers will almost always be looking for those unique, fun little goods that round out their holiday gift giving, without breaking the bank. Create an entirely stocking stuffer display and make it interactive, just like a stocking stuffer smorgasbord, to inspire customers to get one or more additional items.

Sample products - Whenever they check it out, they are going to buy it. Make sure you have products available for testing everywhere, and use signage, or have your employees interact, to get customers to attempt different products. The chance for a sale rises significantly when you can place the product inside the customer's hand.

A warm drink is the way to get them to stay - offering a warm beverage like coffee or apple cider gets customers to linger longer. It provides them time and energy to scope out much more of your store as they walk around, enjoying their beverage. And this means they could find more gifts than they planned on, resulting in increased sales.

Wrap the Cash Wrap - You've created a number of different ways inside your store to get your visitors to buy more, and the cash wrap may be the final opportunity. Make sure you have impulse items at the cash wrap, that customers can grab and go. Products under $20 usually perform best. Bonuses for items that may be sampled as well as 8-10 of these available for purchase.

So you? Exactly what are your favourite sales techniques to increase Holiday sales?

Posted by Cornelia Ortega.

visit Cornelia's blog.