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By the Numbers: Big Vs. Small

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Are big stores more profitable simply because of their size?

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[h3]Big Vs. Small[/h3]

By the Numbers: Big Vs. Small

[dropcap cap=B]ased on the findings of the Edge Retail Academy, the typical big store in America (over $1 million in annual sales) enjoys an average sale value excluding repairs of $189. That is 23 percent better than the $161 average sale value of a small store (less than $1 million in annual sales). This significant difference begs the question: Are bigger stores more profitable simply because they are big and can carry a wider range of inventory or is it because they are better-run operations? One of the most common explanations for the difference is diamonds. And it is clear by looking at the chart above that big stores have a particular advantage here. But in most of the other areas it’s very close, and the share of sales from diamonds doesn’t fully account for the disparity in sales value. Our conclusion: The difference is due to the sales being achieved with each customer and each item. In silver, for example, big stores achieve an average sale value of $53 versus $51 for their peers. Two dollars is nothing. But multiply that across 16 percent of your sales and it becomes more significant. Multiply a $29 difference in gold ($186 versus $157) across every gold item sold and it begins to add up. Yes, it means big stores got big because they are good at what they do. [/dropcap]

 

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David Brown is president of the Edge Retail Academy, an organization devoted to the ongoing measurement and growth of jewelry store performance and profitability. You can contact him at [email protected]

[span class=note]This story is from the July 2010 edition of INSTORE[/span]

If you’d like to contribute your own data and receive a personalized KPI report each month, call (877) 910-3343 or e-mail: [email protected].

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Wilkerson Testimonials

If It’s Time to Consolidate, It’s Time to Call Wilkerson

When Tom Moses decided to close one of the two Moses Jewelers stores in western Pennsylvania, it was time to call in the experts. After reviewing two candidates, Moses, a co-owner of the 72 year-old business, decided to go with Wilkerson. The sale went better than expected. Concerned about running it during the pandemic, Moses says it might have helped the sale. “People wanted to get out, so there was pent-up demand,” he says. “Folks were not traveling so there was disposable income, and we don’t recall a single client commenting to us, feeling uncomfortable. It was busy in here!” And perhaps most importantly, Wilkerson was easy to deal with, he says, and Susan, their personal Wilkerson consultant, was knowledgeable, organized and “really good.” Now, the company can focus on their remaining location — without the hassle of carrying over merchandise that either wouldn’t fit or hadn’t sold. “The decision to hire Wilkerson was a good one,” says Moses.

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David Brown

By the Numbers: Big Vs. Small

Published

on

Are big stores more profitable simply because of their size?

{loadposition davidbrownheader}

[h3]Big Vs. Small[/h3]

By the Numbers: Big Vs. Small

[dropcap cap=B]ased on the findings of the Edge Retail Academy, the typical big store in America (over $1 million in annual sales) enjoys an average sale value excluding repairs of $189. That is 23 percent better than the $161 average sale value of a small store (less than $1 million in annual sales). This significant difference begs the question: Are bigger stores more profitable simply because they are big and can carry a wider range of inventory or is it because they are better-run operations? One of the most common explanations for the difference is diamonds. And it is clear by looking at the chart above that big stores have a particular advantage here. But in most of the other areas it’s very close, and the share of sales from diamonds doesn’t fully account for the disparity in sales value. Our conclusion: The difference is due to the sales being achieved with each customer and each item. In silver, for example, big stores achieve an average sale value of $53 versus $51 for their peers. Two dollars is nothing. But multiply that across 16 percent of your sales and it becomes more significant. Multiply a $29 difference in gold ($186 versus $157) across every gold item sold and it begins to add up. Yes, it means big stores got big because they are good at what they do. [/dropcap]

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David Brown is president of the Edge Retail Academy, an organization devoted to the ongoing measurement and growth of jewelry store performance and profitability. You can contact him at [email protected]

[span class=note]This story is from the July 2010 edition of INSTORE[/span]

If you’d like to contribute your own data and receive a personalized KPI report each month, call (877) 910-3343 or e-mail: [email protected].

{loadposition xtra-browncolumn}

Advertisement

Advertisement

SPONSORED VIDEO

Wilkerson Testimonials

If It’s Time to Consolidate, It’s Time to Call Wilkerson

When Tom Moses decided to close one of the two Moses Jewelers stores in western Pennsylvania, it was time to call in the experts. After reviewing two candidates, Moses, a co-owner of the 72 year-old business, decided to go with Wilkerson. The sale went better than expected. Concerned about running it during the pandemic, Moses says it might have helped the sale. “People wanted to get out, so there was pent-up demand,” he says. “Folks were not traveling so there was disposable income, and we don’t recall a single client commenting to us, feeling uncomfortable. It was busy in here!” And perhaps most importantly, Wilkerson was easy to deal with, he says, and Susan, their personal Wilkerson consultant, was knowledgeable, organized and “really good.” Now, the company can focus on their remaining location — without the hassle of carrying over merchandise that either wouldn’t fit or hadn’t sold. “The decision to hire Wilkerson was a good one,” says Moses.

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