Fashion Merchandising and Trading, and assignment will need excel sheets.
Anoushka10
MPT19Wk6NumeracyLecture-PlanningandWSSI.pptxMerchandise Planning & Trading Week 6: Numeracy Session
Sales Planning and the WSSI
Weekly Teaching Plan
Week 6 (9th November): Sales Planning & WSSI Refresher
Week 7 (16th November): Markdowns & Promotions
Week 8 (23rd November): Interpreting the Line Report
Week 9 (30th November): Open to Buy and Stock Management
Watch out! We are in JPS
Week 10 (7th December): Balance to Achieve and Re-Forecasting
2
Sales Planning & Phasing
Reminder from Last Term: Why do we plan sales?
To allow us to take informed decisions
Stock commitment
Store staffing
Storage space
To set benchmarks for performance and enable review of progress in order to:
Maximise sales and profit
Minimise risks and costs
Plans are not inflexible and are rarely a completely accurate reflection of the future
They are our best educated guess at a point in time
4
Other Stuff you’ve heard before
5
Planning the Range
Year 1, Term 2
Collaborative Project
Year 1, Term 2
The Rubik’s Cube of Seasonal Planning
6
STYLE
CATEGORY
DEPARTMENT
STORE
GRADE
DEPARTMENT
WEEK
MONTH
SEASON
Who knows about the Rubik’s Cube? Aim to get all sides as a solid colour – everything needs to match – same with planning
In the first year, you focused on building the plan from style up to total and from store up to total.
In the third term, we introduced you to the WSSI, which focuses on the third dimension – weekly, but it still needs to match
In your WSSI sessions, we talked about phasing your sales, we going to build on those sessions.
6
When do we start planning?
7
It depends!
| TYPE OF RETAILER | APPROX . ANNUAL STOCK TURN | WEEKS COVER |
| Up market branded store | 2.7 | 18 |
| Independent retailer | 3.0 | 17 |
| Hardware store | 3.5 | 15 |
| Department store | 4.0 | 12 |
| Fashion multiple | 6.0 | 8 |
| Value discount shop | 8.0 | 6 |
| Supermarket | 12.0 | 3 |
Retailers with a slower cover TEND to be those with a longer critical path
Timescales of Production: Wooden Garden Furniture
8
Months from start of production to launch of range in UK
1
2
3
4
5
6
Harvest trees
Ship from South America to Vietnam
Cut logs into lengths and dry in ovens to standardise warping
Make
Pack/ Ship to Port
Ship to UK
Ship to DC
Distribute to Stores
Steps to Sales Planning
9
1. Learn lessons
2. Identify opportunities
3. Remove “exceptions” & standardise sales
4. Apply building blocks
5. Set total season plan
6. Phase sales & enter into WSSI
How do we build Lessons Learnt?
Collect all available data
Performance data
Weather conditions
Competitor analysis
Customer feedback
Treat it like a jigsaw
Look for patterns and exceptions
10
Performance Analysis
11
| Sales | Markdown | Stock | |||||||
| Value | Var | Value | % to Sales | Cover | |||||
| Category | TY | LY | % | TY | LY | TY | LY | TY | LY |
| Straight | 230 | 220 | 4.5% | 16 | 12 | 7.0% | 5.5% | 9.0 | 7.0 |
| Bootleg/ Wide Leg | 340 | 300 | 13.3% | 16 | 30 | 4.7% | 10.0% | 7.0 | 8.0 |
| Skinny | 180 | 150 | 20.0% | 19 | 12 | 10.6% | 8.0% | 7.0 | 7.5 |
| Boy friend | 100 | 80 | 25.0% | 7 | 10 | 7.0% | 12.5% | 8.0 | 8.5 |
| Embellished | 120 | 100 | 20.0% | 19 | 17 | 15.8% | 17.0% | 12.0 | 11.5 |
| Total | 970 | 850 | 14.1% | 77 | 81 | 7.9% | 9.5% | 8.2 | 8.2 |
Highlight winners and losers together
11
How do we identify opportunities?
Research
Trend predictions
Global impacts on trends
Current product offer
Gaps compared to competition
Product trends
New threats or competitors
Corporate growth target
12
Strengths
Weaknesses
Opportunities
Threats
What Factors can impact on Performance?
13
Major
Sporting Events
Moveable Public
Holidays &
Events
Extreme Weather:
Snow
Floods
Extreme Heat
Unplanned
Space
Changes
Strikes and
Public
Disturbances
Economic Disasters
Power Failures
Bird Flu
Foot & Mouth Disease
Terrorist
Attacks
Unexpected
Response to
Promotion
Quality
Problem
Removing Exceptions
14
| Actual Sales | ||||||
| Store | Week -> | 1 | 2 | 3 | 4 | Total |
| Name | Comment | Unusually Hot | ||||
| London | 1100 | 2800 | 1500 | 1600 | 7000 | |
| Paris | 1600 | 4000 | 2200 | 2200 | 10000 | |
| New York | Closed Week 3 for flooding | 1300 | 3200 | 0 | 1800 | 6300 |
| Total | 4000 | 10000 | 3700 | 5600 | 23300 | |
| Standardised Sales | ||||||
| Store | Week -> | 1 | 2 | 3 | 4 | Total |
| Name | Comment | Unusually Hot | ||||
| London | 1100 | 1500 | 1600 | 5500 | ||
| Paris | 1600 | 2200 | 2200 | 7900 | ||
| New York | Closed Week 3 for flooding | 1300 | 1800 | 6300 | ||
| Total | 4000 | 5600 | 19700 |
Excluding closure week, the sales of New York are +14.5% more than London. 1,500 +14.5% = 1,718
Sales are building from weeks 1 – 4: Apply average of week 1 and 3
1700
5400
1300
1900
1500
4700
Top Down/Bottom Up Planning
Bottom up targets are rolled up and compared to top down targets
Differences are reviewed and changes agreed collaboratively to ensure ownership of the target
15
Top Down
Management give
overall growth
target for sales
and margin
Bottom Up
B and M teams
submit plans based
on detailed product
opportunities
Bottom Up Planning: The Building Blocks
16
Last Year £12.0m
Dis-continued line (£0.8m)
Loss of space (£0.6m)
Last Year Base £10.6m
LFL growth 5% £0.53m
New key line £1.0m
New sub-category £1.2m
New Target £13.33m
Space:
Where existing stores gain more space there must be a sales benefit and it should be planned at same sales per square foot and therefore total sales will increase
If current space decreases sales per foot need to go up in order to maintain profitability
New space should at least be planned at company average sales per square foot
16
Set Total Seasonal Sales Plan: Exercise
Let’s work together to suggest a sales target for next year based on the information given
Company target growth = 10%
Stonewash skinny jeans are a major trend for next season; markdown TY driven by product failure on a dark wash
Growth in skinny likely to take some sales from straight jeans
More opportunity in bootleg/wideleg with growth on wideleg
Boyfriend jeans have had a good couple of years but there is more competition coming into the market
Embellished had good sales growth but with high markdown and increase in cover; trend forecasts suggests that new category, distressed finish, will split sales between Embellished/Distressed
17
Sales Phasing Exercise
18
| Next Year | Actual Sales | Markdown | Stock | |||||||||||
| Target Sales | Value | Mix | Var | Value | % to Sales | Cover | ||||||||
| Category | Value | Mix | Var TY% | TY | LY | TY | LY | TY:LY% | TY | LY | TY | LY | TY | LY |
| Straight | 230 | 220 | 23.7% | 25.9% | 4.50% | 16 | 12 | 7.00% | 5.50% | 9 | 7 | |||
| Bootleg /Wideleg | 340 | 300 | 35.1% | 35.3% | 13.30% | 16 | 30 | 4.70% | 10.00% | 7 | 8 | |||
| Skinny | 180 | 150 | 18.6% | 17.6% | 20.00% | 19 | 12 | 10.60% | 8.00% | 7 | 7.5 | |||
| Boy friend | 100 | 80 | 10.3% | 9.4% | 25.00% | 7 | 10 | 7.00% | 12.50% | 8 | 8.5 | |||
| Embellished | 120 | 100 | 12.4% | 11.8% | 20.00% | 19 | 17 | 15.80% | 17.00% | 12 | 11.5 | |||
| Distressed Finish | 0 | 0 | 0.0% | 0.0% | 0.00% | 0 | 0 | 0.00% | 0.00% | 0 | 0 | |||
| Total | 1070 | 100% | 10.3% | 970 | 850 | 100.0% | 100.0% | 14.10% | 77 | 81 | 7.90% | 9.50% | 8.2 | 8.2 |
Seasonal Sales Planning Exercise: Possible Answer
19
| Next Year | Actual Sales | Markdown | Stock | ||||||||||
| Target Sales | Value | Mix | Var | Value | % to Sales | Cover | |||||||
| Category | Value | Mix | Var TY% | TY | LY | TY | TY:LY% | TY | LY | TY | LY | TY | LY |
| Straight | 220 | 21% | -4.3% | 230 | 220 | 23.7% | 4.50% | 16 | 12 | 7.00% | 5.50% | 9 | 7 |
| Bootleg /Wideleg | 390 | 36% | 14.7% | 340 | 300 | 35.1% | 13.30% | 16 | 30 | 4.70% | 10.00% | 7 | 8 |
| Skinny | 220 | 21% | 22.2% | 180 | 150 | 18.6% | 20.00% | 19 | 12 | 10.60% | 8.00% | 7 | 7.5 |
| Boy friend | 110 | 10% | 10.0% | 100 | 80 | 10.3% | 25.00% | 7 | 10 | 7.00% | 12.50% | 8 | 8.5 |
| Embellished | 65 | 6% | -45.8% | 120 | 100 | 12.4% | 20.00% | 19 | 17 | 15.80% | 17.00% | 12 | 11.5 |
| Distressed Finish | 65 | 6% | 0.0% | 0 | 0 | 0.0% | 0.00% | 0 | 0 | 0.00% | 0.00% | 0 | 0 |
| Total | 1070 | 100% | 10.3% | 970 | 850 | 100.0% | 14.10% | 77 | 81 | 7.90% | 9.50% | 8.2 | 8.2 |
Sales Phasing
20
Steps to Sales Phasing
Review 2-3 year’s sales trends
Take account of standardised history
Consider the total mix for the first and second quarters as this is usually similar
Adjust sales for impacts of key events
Add in new promotional events
Add in impacts of new stores
21
Phasing Exercise 1
Download the exercise from Moodle and complete it in the soft copy
Feel free to work with your neighbour to complete this!
22
Phasing Exercise 2
The total department phasing has been set
However, this doesn’t match my category phasing
For the second exercise, match your bottom up phasing to the top down phasing
Try not to change the top down phasing
23
WSSI Recap
24
What is the WSSI?
Weekly Sales Stock and Intake:
The most important stock control document in a merchandise team
It can be shown in Retail Selling Value (inc or ex VAT), Units, or Cost
25
Pre-Season Planning
A document to plan sales, stock and intake
In-Season Trading
An in-season forecasting tool
An overview of current performance
A method of highlighting possible issues
A document which can be completed manually or automatically
Can be broken down to show figures yearly, half yearly, monthly, weekly, cumulative to date
25
The Function of the WSSI
Weekly Sales Stock and Intake:
The MAIN stock planning and forecasting document for most retailers
26
Sales
Phased: by week, month and total half
Actual/ forecast / re-forecast
Budget, variance to Budget
Last Year, variance to LY
Intake
Delivery Phasing
Intake Quantities
Open to Buy
Stock
Required, actual and forecast
Cover Performance: Flat and Forward
Terminal stock & Impact on Profit
Markdowns
Phased: by week, month and financial half
Impact on Profit
To manage our stock effectively, we monitor ALL stock movement through the WSSI
Each of the above is one of the key performance criteria on which merchandisers and buyers are assessed
Hence, this shows the importance of this document
What if scenarios
Sanity check on plans
Show total picture when rolled up – see if sum of individual depts are too optimistic or pessimistic
Consider implications of not having a WSSI
26
Terminology Check: Terminal Stock
Terminal stock:
The stock that remains in the business beyond its planned selling period, for example:
Beaded evening dresses in February
Shorts in November
Terminal stock targets are set as:
Total cash value
Cash value as a percentage of the total sales
Cash value as a percentage mix of the total stock
Who uses the WSSI?
28
Company overview
Finance
Cashflow
Currency purchase
Merchandising and Product
Category planning and management
Weekly view of required intake
Supply Chain
Intake and despatch
Retail Operations
Store staffing levels
DC capacity and staffing
Executive Board
The Key Calculation of the WSSI
29
Week 1 Opening Stock
+
ALL Intake
-
Sales
-
ALL Mark down
=
Week 1 Closing Stock
Commitment
Receipted
Open to Buy
Clearance
Point of Sale
This now becomes the OPENING STOCK for Week 2
The Key Calculation of the WSSI
30
| Week | Sales Act/ Fcst | Opening Stock | Intake | Markdown |
| 1 | 50.0 | 600.0 | 290.0 | 5.0 |
| 2 | 80.0 | 835.0 | 140.0 | 10.0 |
| 3 | 100.0 | 135.0 | 10.0 | |
| 4 | 120.0 | 10.0 | ||
| Jan | 350.0 | 660.0 | 35.0 | |
| 5 | 875.0 |
885.0
910.0
95.0
Last Year
31
| Sales £K | Last Year | |||||||
| Week | Act/Fcst | Var LY% | Opening Stock | Intake | Markdown | Sales | Total MD | Opening Stock |
| 1 | 50.0 | 4.2% | 600.0 | 290.0 | 5.0 | 48.0 | 10.0 | 500.0 |
| 2 | 80.0 | 835.0 | 140.0 | 10.0 | 78.0 | 10.0 | 702.0 | |
| 3 | 100.0 | 885.0 | 135.0 | 10.0 | 98.0 | 15.0 | 874.0 | |
| 4 | 120.0 | 910.0 | 95.0 | 10.0 | 110.0 | 15.0 | 1,026.0 | |
| Jan | 350.0 | 660.0 | 35.0 | 334.0 | 50.0 | |||
| 5 | 875.0 | 1,016.0 |
2.6%
2.0%
9.1%
4.8%
Cover
32
| Sales £K | Stock & Cover | Last Year | ||||||||
| Week | Act/Fcst | Var LY% | Opening Stock | TY Cover | LY Cover | Intake | Markdown | Sales | Total MD | Opening Stock |
| 1 | 50.0 | 4.2% | 600.0 | 16.7 | 14.6 | 290.0 | 5.0 | 48.0 | 10.0 | 500.0 |
| 2 | 80.0 | 2.6% | 835.0 | 140.0 | 10.0 | 78.0 | 10.0 | 702.0 | ||
| 3 | 100.0 | 2.0% | 885.0 | 135.0 | 10.0 | 98.0 | 15.0 | 874.0 | ||
| 4 | 120.0 | 9.1% | 910.0 | 95.0 | 10.0 | 110.0 | 15.0 | 1,026.0 | ||
| Jan | 350.0 | 4.8% | 660.0 | 35.0 | 334.0 | 50.0 | ||||
| 5 | 875.0 | 1,016.0 |
11.1
9.1
7.3
11.2
10.5
9.2
Example of WSSI used last year
33
A WSSI is usually done for a full financial half – 26 weeks
Plan WSSI: Key Metrics
What is the total season target sales?
Assuming we achieve target sales, what would be the total seasonal variance to last year?
What is our total season target markdown?
What is our target closing stock for the season?
What mix of the total season sales are we forecasting to take in November?
What is the target opening stock cover in week 4?
34
Current Trading Position
Today is the Monday of week6 (actual sales weeks1-5) and the is bad news!
Sales are down on target – what is our cumulative sales versus target?
What is the other problem?
Stock is building
What is the current variance between actual stock and target stock?
35
Target Cum Sales = 2,112 + 1,093 = 3,205
Actual Cum Sales = 1,532 + 686 = 2,218
Actual vs Target = (2,218-3,205)/3,205 x 100 = -30.8%
Actual Stock = 7,368, Target Stock = 6,500
Variance = 868
Exercise
Review the actual WSSI
Suggest what action we can take to come back to target sales by the end of the half
36
Next Week’s Session
Markdowns and Promotions Refresher
Review the Notes from last year
Fashion Buying and Merchandising Year One
Collaborative Unit Week 4: Sales Planning and Phasing
37
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Sheet9
| Week | Store Type A |
| 4.00% | |
| 3.80% | |
| 5.20% | |
| 2.80% | |
| 5.10% | |
| 2.80% | |
| 4.00% | |
| 3.80% | |
| 5.10% | |
| 2.80% | |
| 4.00% | |
| 2.80% | |
| 4.00% | |
| 3.80% | |
| 5.10% | |
| 2.80% | |
| 4.00% | |
| 3.80% | |
| 5.10% | |
| 2.80% | |
| 4.00% | |
| 2.80% | |
| 4.00% | |
| 3.80% | |
| 4.00% | |
| 3.80% | |
| 100.00% | |
| 3.8461538462 |
Sheet9
Sheet1
| Week | Store Type A | Store Type B | Store Type C |
| Sep-01 | 3.20% | 3.60% | 5.30% |
| Sep-02 | 3.50% | 3.80% | 5.20% |
| Sep-03 | 3.70% | 3.90% | 5.00% |
| Sep-04 | 3.80% | 3.70% | 4.40% |
| Oct-01 | 3.60% | 3.70% | 3.30% |
| Oct-02 | 3.50% | 3.60% | 3.20% |
| Oct-03 | 3.40% | 3.50% | 3.10% |
| Oct-04 | 4.40% | 3.70% | 3.50% |
| Nov-01 | 3.60% | 3.30% | 3.10% |
| Nov-02 | 4.20% | 3.40% | 3.20% |
| Nov-03 | 4.50% | 3.50% | 3.80% |
| Nov-04 | 5.80% | 4.00% | 4.20% |
| Nov-05 | 6.00% | 3.90% | 4.20% |
| Dec-01 | 6.20% | 4.90% | 5.50% |
| Dec-02 | 5.80% | 5.80% | 6.50% |
| Dec-03 | 5.60% | 6.80% | 6.10% |
| Dec-04 | 4.90% | 6.80% | 5.20% |
| Jan-01 | 3.30% | 4.60% | 3.30% |
| Jan-02 | 2.50% | 3.50% | 2.80% |
| Jan-03 | 2.30% | 3.20% | 2.70% |
| Jan-04 | 2.00% | 2.60% | 2.20% |
| Feb-01 | 2.30% | 2.80% | 2.40% |
| Feb-02 | 2.50% | 2.40% | 2.30% |
| Feb-03 | 2.60% | 2.50% | 2.50% |
| Feb-04 | 3.40% | 3.30% | 3.40% |
| Feb-05 | 3.40% | 3.20% | 3.60% |
| 100.00% | 100.00% | 100.00% |
Sheet1
Sheet2
| Name | Turnover | Space | Rank | Grade | Density | Variance Top to Bottom | Name | Turnover | Rank | Cluster | Space | Density | Variance Top to Bottom | Difference to Grade | |
| London | $1,950,000 | 4,800 | 1 | 1 | $406 | London | $1,950,000 | 1 | 1 | 4,800 | $406 | ||||
| Berlin | $1,620,000 | 4,500 | 2 | 1 | $360 | Melbourne | $1,780,000 | 2 | 1 | 3,100 | $574 | ||||
| New York | $1,708,000 | 4,300 | 3 | 1 | $397 | New York | $1,708,000 | 3 | 1 | 4,300 | $397 | ||||
| Moscow | $1,347,000 | 4,100 | 4 | 1 | $329 | Bejing | $1,682,000 | 4 | 1 | 3,800 | $443 | ||||
| Bejing | $1,682,000 | 3,800 | 5 | 1 | $443 | Paris | $1,643,000 | 5 | 1 | 3,000 | $548 | ||||
| Prague | $1,266,000 | 3,600 | 6 | 1 | $352 | Berlin | $1,620,000 | 6 | 1 | 4,500 | $360 | ||||
| Rome | $1,547,000 | 3,500 | 7 | 1 | $442 | -27% | Rome | $1,547,000 | 7 | 1 | 3,500 | $442 | -21% | ||
| Madrid | $1,351,000 | 3,330 | 8 | 2 | $406 | Madrid | $1,351,000 | 8 | 2 | 3,330 | $406 | ||||
| Sydney | $1,137,000 | 3,200 | 9 | 2 | $355 | Moscow | $1,347,000 | 9 | 2 | 4,100 | $329 | ||||
| Melbourne | $1,780,000 | 3,100 | 10 | 2 | $574 | Prague | $1,266,000 | 10 | 2 | 3,600 | $352 | ||||
| Paris | $1,643,000 | 3,000 | 11 | 2 | $548 | Warsaw | $1,166,000 | 11 | 2 | 2,500 | $466 | ||||
| Washington | $777,000 | 2,700 | 12 | 2 | $288 | Istanbul | $1,147,000 | 12 | 2 | 2,100 | $546 | ||||
| Warsaw | $1,166,000 | 2,500 | 13 | 2 | $466 | Sydney | $1,137,000 | 13 | 2 | 3,200 | $355 | ||||
| Seoul | $1,066,000 | 2,500 | 14 | 2 | $426 | Bangkok | $1,073,000 | 14 | 2 | 2,300 | $467 | ||||
| Tokyo | $925,000 | 2,400 | 15 | 2 | $385 | Seoul | $1,066,000 | 15 | 2 | 2,500 | $426 | ||||
| Cairo | $833,000 | 2,350 | 16 | 2 | $354 | -29% | Kuala Lumpur | $1,005,000 | 16 | 2 | 2,200 | $457 | -26% | ||
| Bangkok | $1,073,000 | 2,300 | 17 | 3 | $467 | Tokyo | $925,000 | 17 | 3 | 2,400 | $385 | ||||
| Kuala Lumpur | $1,005,000 | 2,200 | 18 | 3 | $457 | Cairo | $833,000 | 18 | 3 | 2,350 | $354 | ||||
| Istanbul | $1,147,000 | 2,100 | 19 | 3 | $546 | Delhi | $800,000 | 19 | 3 | 1,590 | $503 | ||||
| Buenos Aires | $690,000 | 2,100 | 20 | 3 | $329 | Washington | $777,000 | 20 | 3 | 2,700 | $288 | ||||
| Amsterdam | $463,000 | 1,800 | 21 | 3 | $257 | Lisbon | $750,000 | 21 | 3 | 1,750 | $429 | ||||
| Lisbon | $750,000 | 1,750 | 22 | 3 | $429 | Quebec | $700,000 | 22 | 3 | 1,590 | $440 | ||||
| Bucharest | $485,000 | 1,700 | 23 | 3 | $285 | -26% | Buenos Aires | $690,000 | 23 | 3 | 2,100 | $329 | -25% | ||
| Delhi | $800,000 | 1,590 | 24 | 4 | $503 | Bogota | $618,000 | 24 | 4 | 1,590 | $389 | ||||
| Quebec | $700,000 | 1,590 | 25 | 4 | $440 | Nairobi | $585,000 | 25 | 4 | 1,450 | $403 | ||||
| Bogota | $618,000 | 1,590 | 26 | 4 | $389 | Karachi | $562,000 | 26 | 4 | 1,400 | $401 | ||||
| Nairobi | $585,000 | 1,450 | 27 | 4 | $403 | Brussels | $505,000 | 27 | 4 | 1,400 | $361 | ||||
| Karachi | $562,000 | 1,400 | 28 | 4 | $401 | Tehran | $497,000 | 28 | 4 | 1,300 | $382 | ||||
| Brussels | $505,000 | 1,400 | 29 | 4 | $361 | Bucharest | $485,000 | 29 | 4 | 1,700 | $285 | ||||
| Tehran | $497,000 | 1,300 | 30 | 4 | $382 | -18% | Amsterdam | $463,000 | 30 | 4 | 1,800 | $257 | -25% |
Sheet4
| Name | Space | Average Space | Grade | Turnover | Average Turnover | Cluster | Number of Stores | Variance Top to Bottom |
| London | 4,800 | 1 | $1,950,000 | |||||
| New York | 4,300 | 1 | $1,708,000 | |||||
| Bejing | 3,800 | 1 | $1,682,000 | |||||
| Berlin | 4,500 | 1 | $1,620,000 | |||||
| Rome | 3,500 | 1 | $1,547,000 | |||||
| Moscow | 4,100 | 1 | $1,347,000 | |||||
| Prague | 3,600 | 1 | $1,266,000 | |||||
| Melbourne | 3,100 | 2 | $1,780,000 | |||||
| Paris | 3,000 | 2 | $1,643,000 | |||||
| Madrid | 3,330 | 2 | $1,351,000 | |||||
| Warsaw | 2,500 | 2 | $1,166,000 | |||||
| Sydney | 3,200 | 2 | $1,137,000 | |||||
| Seoul | 2,500 | 2 | $1,066,000 | |||||
| Tokyo | 2,400 | 2 | $925,000 | |||||
| Cairo | 2,350 | 2 | $833,000 | |||||
| Washington | 2,700 | 2 | $777,000 | |||||
| Istanbul | 2,100 | 3 | $1,147,000 | |||||
| Bangkok | 2,300 | 3 | $1,073,000 | |||||
| Kuala Lumpur | 2,200 | 3 | $1,005,000 | |||||
| Lisbon | 1,750 | 3 | $750,000 | |||||
| Buenos Aires | 2,100 | 3 | $690,000 | |||||
| Bucharest | 1,700 | 3 | $485,000 | |||||
| Amsterdam | 1,800 | 3 | $463,000 | |||||
| Delhi | 1,590 | 4 | $800,000 | |||||
| Quebec | 1,590 | 4 | $700,000 | |||||
| Bogota | 1,590 | 4 | $618,000 | |||||
| Nairobi | 1,450 | 4 | $585,000 | |||||
| Karachi | 1,400 | 4 | $562,000 | |||||
| Brussels | 1,400 | 4 | $505,000 | |||||
| Tehran | 1,300 | 4 | $497,000 |
Sheet3
| Name | Turnover | Space | Rank | Grade | Density | Variance Top to Bottom | Name | Turnover | Rank | Cluster | Space | Density | Variance Top to Bottom | Difference to Grade | |
| London | $1,950,000 | 4,800 | 1 | 1 | $406 | London | $1,950,000 | 1 | 1 | 4,800 | $406 | 0 | |||
| Berlin | $1,620,000 | 4,500 | 2 | 1 | $360 | Melbourne | $1,780,000 | 2 | 1 | 3,100 | $574 | 1 | |||
| New York | $1,708,000 | 4,300 | 3 | 1 | $397 | New York | $1,708,000 | 3 | 1 | 4,300 | $397 | 0 | |||
| Moscow | $1,347,000 | 4,100 | 4 | 1 | $329 | Bejing | $1,682,000 | 4 | 1 | 3,800 | $443 | 0 | |||
| Bejing | $1,682,000 | 3,800 | 5 | 1 | $443 | Paris | $1,643,000 | 5 | 1 | 3,000 | $548 | 1 | |||
| Prague | $1,266,000 | 3,600 | 6 | 1 | $352 | Berlin | $1,620,000 | 6 | 1 | 4,500 | $360 | 0 | |||
| Rome | $1,547,000 | 3,500 | 7 | 1 | $442 | -27% | Rome | $1,547,000 | 7 | 1 | 3,500 | $442 | -21% | 0 | |
| Madrid | $1,351,000 | 3,330 | 8 | 2 | $406 | Madrid | $1,351,000 | 8 | 2 | 3,330 | $406 | 0 | |||
| Sydney | $1,137,000 | 3,200 | 9 | 2 | $355 | Moscow | $1,347,000 | 9 | 2 | 4,100 | $329 | -1 | |||
| Melbourne | $1,780,000 | 3,100 | 10 | 2 | $574 | Prague | $1,266,000 | 10 | 2 | 3,600 | $352 | -1 | |||
| Paris | $1,643,000 | 3,000 | 11 | 2 | $548 | Warsaw | $1,166,000 | 11 | 2 | 2,500 | $466 | 0 | |||
| Washington | $777,000 | 2,700 | 12 | 2 | $288 | Istanbul | $1,147,000 | 12 | 2 | 2,100 | $546 | 1 | |||
| Warsaw | $1,166,000 | 2,500 | 13 | 2 | $466 | Sydney | $1,137,000 | 13 | 2 | 3,200 | $355 | 0 | |||
| Seoul | $1,066,000 | 2,500 | 14 | 2 | $426 | Bangkok | $1,073,000 | 14 | 2 | 2,300 | $467 | 1 | |||
| Tokyo | $925,000 | 2,400 | 15 | 2 | $385 | Seoul | $1,066,000 | 15 | 2 | 2,500 | $426 | 0 | |||
| Cairo | $833,000 | 2,350 | 16 | 2 | $354 | -29% | Kuala Lumpur | $1,005,000 | 16 | 2 | 2,200 | $457 | -26% | 1 | |
| Bangkok | $1,073,000 | 2,300 | 17 | 3 | $467 | Tokyo | $925,000 | 17 | 3 | 2,400 | $385 | -1 | |||
| Kuala Lumpur | $1,005,000 | 2,200 | 18 | 3 | $457 | Cairo | $833,000 | 18 | 3 | 2,350 | $354 | -1 | |||
| Istanbul | $1,147,000 | 2,100 | 19 | 3 | $546 | Delhi | $800,000 | 19 | 3 | 1,590 | $503 | 1 | |||
| Buenos Aires | $690,000 | 2,100 | 20 | 3 | $329 | Washington | $777,000 | 20 | 3 | 2,700 | $288 | -1 | |||
| Amsterdam | $463,000 | 1,800 | 21 | 3 | $257 | Lisbon | $750,000 | 21 | 3 | 1,750 | $429 | 0 | |||
| Lisbon | $750,000 | 1,750 | 22 | 3 | $429 | Quebec | $700,000 | 22 | 3 | 1,590 | $440 | 1 | |||
| Bucharest | $485,000 | 1,700 | 23 | 3 | $285 | -26% | Buenos Aires | $690,000 | 23 | 3 | 2,100 | $329 | -25% | 0 | |
| Delhi | $800,000 | 1,590 | 24 | 4 | $503 | Bogota | $618,000 | 24 | 4 | 1,590 | $389 | 0 | |||
| Quebec | $700,000 | 1,590 | 25 | 4 | $440 | Nairobi | $585,000 | 25 | 4 | 1,450 | $403 | 0 | |||
| Bogota | $618,000 | 1,590 | 26 | 4 | $389 | Karachi | $562,000 | 26 | 4 | 1,400 | $401 | 0 | |||
| Nairobi | $585,000 | 1,450 | 27 | 4 | $403 | Brussels | $505,000 | 27 | 4 | 1,400 | $361 | 0 | |||
| Karachi | $562,000 | 1,400 | 28 | 4 | $401 | Tehran | $497,000 | 28 | 4 | 1,300 | $382 | 0 | |||
| Brussels | $505,000 | 1,400 | 29 | 4 | $361 | Bucharest | $485,000 | 29 | 4 | 1,700 | $285 | -1 | |||
| Tehran | $497,000 | 1,300 | 30 | 4 | $382 | -18% | Amsterdam | $463,000 | 30 | 4 | 1,800 | $257 | -25% | -1 |
Sheet5
| Name | Space | Average Space | Grade | Turnover | Average Turnover | Cluster | Number of Stores | Variance Top to Bottom |
| London | 4,800 | 4,350 | 1 | $1,950,000 | 1,740,000 | A | 4 | |
| New York | 4,300 | 1 | $1,708,000 | A | ||||
| Bejing | 3,800 | 1 | $1,682,000 | A | ||||
| Berlin | 4,500 | 1 | $1,620,000 | A | -17% | |||
| Rome | 3,500 | 3,733 | 1 | $1,547,000 | 1,386,667 | B | 3 | |
| Moscow | 4,100 | 1 | $1,347,000 | B | ||||
| Prague | 3,600 | 1 | $1,266,000 | B | -18% | |||
| Melbourne | 3,100 | 3,143 | 2 | $1,780,000 | 1,591,333 | A | 3 | |
| Paris | 3,000 | 2 | $1,643,000 | A | ||||
| Madrid | 3,330 | 2 | $1,351,000 | A | -24% | |||
| Warsaw | 2,500 | 2,733 | 2 | $1,166,000 | 1,123,000 | B | 3 | |
| Sydney | 3,200 | 2 | $1,137,000 | B | ||||
| Seoul | 2,500 | 2 | $1,066,000 | B | -9% | |||
| Tokyo | 2,400 | 2,483 | 2 | $925,000 | 845,000 | C | 3 | |
| Cairo | 2,350 | 2 | $833,000 | C | ||||
| Washington | 2,700 | 2 | $777,000 | C | -16% | |||
| Istanbul | 2,100 | 2,200 | 3 | $1,147,000 | 1,075,000 | A | 3 | |
| Bangkok | 2,300 | 3 | $1,073,000 | A | ||||
| Kuala Lumpur | 2,200 | 3 | $1,005,000 | A | -12% | |||
| Lisbon | 1,750 | 1,925 | 3 | $750,000 | 720,000 | B | 2 | |
| Buenos Aires | 2,100 | 3 | $690,000 | B | -8% | |||
| Bucharest | 1,700 | 1,750 | 3 | $485,000 | 474,000 | C | 2 | |
| Amsterdam | 1,800 | 3 | $463,000 | C | -5% | |||
| Delhi | 1,590 | 1,555 | 4 | $800,000 | 675,750 | A | 4 | |
| Quebec | 1,590 | 4 | $700,000 | A | ||||
| Bogota | 1,590 | 4 | $618,000 | A | ||||
| Nairobi | 1,450 | 4 | $585,000 | A | -27% | |||
| Karachi | 1,400 | 1,367 | 4 | $562,000 | 521,333 | B | 3 | |
| Brussels | 1,400 | 4 | $505,000 | B | ||||
| Tehran | 1,300 | 4 | $497,000 | B | -12% |
Sheet6
| Name | Turnover | Rank | Grade | Number of Stores | Average Turnover per Grade | Turnover Variance Top to Bottom |
| Wineville | $1,430,000 | 1 | 1 | 5 | $1,287,000 | |
| Rice Town | $1,397,000 | 2 | 1 | |||
| Dairyshire | $1,315,000 | 3 | 1 | |||
| Fishport | $1,148,000 | 4 | 1 | |||
| Beefton | $1,145,000 | 5 | 1 | -20% | ||
| Crispburg | $991,000 | 6 | 2 | 6 | $902,500 | |
| Port Cod | $966,000 | 7 | 2 | |||
| Rio de Salsa | $912,000 | 8 | 2 | |||
| Punta Fahita | $906,000 | 9 | 2 | |||
| Sweetville | $854,000 | 10 | 2 | |||
| Choctown | $786,000 | 11 | 2 | -21% | ||
| Cornland | $680,000 | 12 | 3 | 5 | $617,400 | |
| Pepperton | $660,000 | 13 | 3 | |||
| Via Pasta | $635,000 | 14 | 3 | |||
| Popton | $587,000 | 15 | 3 | |||
| Melba | $525,000 | 16 | 3 | -23% | ||
| Newbread | $464,000 | 17 | 4 | 4 | $427,250 | |
| Icemouth | $429,000 | 18 | 4 | |||
| Liverpool | $422,000 | 19 | 4 | |||
| Eel Haven | $394,000 | 20 | 4 | -15% |
Sheet8
| Kitchen Equipment Sub Category Analysis | |||||||
| Sub Category | Sales ($K) | Mix | MD ($K) | % of Sales | Net ASP | Sales Units | |
| Bakeware | TY | $250 | 21.6% | $15 | 6.0% | $32.33 | 7,733 |
| LY | $230 | 23.7% | $16 | 7.0% | $36.72 | 6,264 | |
| Var LY% | 9% | -6% | -12% | 23% | |||
| Yr-1 | $220 | 25.9% | $12 | 5.5% | $32.33 | 6,805 | |
| Var Yr-1% | 14% | 25% | 0% | 14% | |||
| Crockery | TY | $390 | 33.6% | $18 | 4.6% | $44.50 | 8,764 |
| LY | $340 | 35.1% | $16 | 4.7% | $42.49 | 8,002 | |
| Var LY% | 15% | 13% | 5% | 10% | |||
| Yr-1 | $300 | 35.3% | $30 | 10.0% | $43.81 | 6,848 | |
| Var Yr-1% | 30% | -40% | 2% | 28% | |||
| Cutlery | TY | $180 | 15.5% | $15 | 8.3% | $25.00 | 7,200 |
| LY | $180 | 18.6% | $19 | 10.6% | $27.07 | 6,649 | |
| Var LY% | 0% | -21% | -8% | 8% | |||
| Yr-1 | $150 | 17.6% | $12 | 8.0% | $22.94 | 6,539 | |
| Var Yr-1% | 20% | 25% | 9% | 10% | |||
| Pots & Pans | TY | $125 | 10.8% | $9 | 7.2% | $24.50 | 5,102 |
| LY | $100 | 10.3% | $7 | 7.0% | $22.98 | 4,352 | |
| Var LY% | 25% | 29% | 7% | 17% | |||
| Yr-1 | $80 | 9.4% | $10 | 12.5% | $23.03 | 3,474 | |
| Var Yr-1% | 56% | -10% | 6% | 47% | |||
| Glassware | TY | $120 | 10.3% | $16 | 13.3% | $21.00 | 5,714 |
| LY | $120 | 12.4% | $19 | 15.8% | $21.28 | 5,639 | |
| Var LY% | 0% | -16% | -1% | 1% | |||
| Yr-1 | $100 | 11.8% | $17 | 17.0% | $20.13 | 4,968 | |
| Var Yr-1% | 20% | -6% | 4% | 15% | |||
| Food Preparation | TY | $95 | 8.2% | $8 | 8.4% | $25.00 | 3,800 |
| LY | $0 | 0.0% | $0 | 0.0% | $0.00 | - 0 | |
| Var LY% | 0% | 0% | 0% | 0% | |||
| Yr-1 | $0 | 0.0% | $0 | 0.0% | $0.00 | - 0 | |
| Var Yr-1% | 0% | 0% | 0% | 0% | |||
| Total | TY | $1,160 | 100.0% | $81 | 7.0% | $30.28 | 38,313 |
| LY | $970 | 100.0% | $77 | 7.9% | $31.39 | 30,906 | |
| Var LY% | 20% | 5% | -4% | 24% | |||
| Yr-1 | $850 | 100.0% | $81 | 9.5% | $29.69 | 28,633 | |
| Var Yr-1% | 36% | 0% | 2% | 34% |
Sheet7
