Good Journalist Hunting, Part 1: Thoughts on American Retail

[Note: if you're here for the unauthorized article on my experience working in Target Corporation's backroom or storage, scroll down to the first photo ("Backroom Economics") and start there.]

San Francisco's Warren Hinckle knew honest journalism required freedom from advertisers or supervisors, whether king, corporation, or benevolent donor. Though nowhere near the quality of Hinckle or his discovery, Hunter S. Thompson, at least I can say I tried. Four years of self-funded travel--no advertisers or donors except a 10,000 USD loan from my parents--have taken me around the globe three and a half times, providing an unexpected appreciation of history. (Who knew only extensive travel could expose connections between post-WWII events and modern-day business practices?) 

I'm lucky to have two immigrant parents who stayed together despite great difficulties and who let me stay in my old room, thereby allowing me to discharge my student loans much earlier. Without their assistance, I would not have been able to travel solo at all. To avoid misunderstandings, my writing below isn't about travel--those posts can be found here. Here, we'll cover four areas, in order from most interesting to least:

1. The future of retail, and why Amazon and Costco are outperforming. (If you're really into retail, you might want to read my March 2017 article first.)

Note: I am *not* affiliated with Target Corporation in any way, shape, or form. All opinions herein represent my own, and I haven't disclosed any information you can't see yourself if you peek through nondescript doors in any large Target store.

2. Insurance companies and the ease of receiving prescriptions of any kind, not just opioids. (But see counterargument here: "As Suicides Rise, Insurers Find Ways..." May 16, 2019, Bloomberg) 

My conclusion: America's mainstream media focuses on opioid addictions because they're a relatively small problem and therefore easy to fix, giving regulators an opportunity to claim success without resolving fundamental issues. USA healthcare is a particularly devilish problem because numerous overlapping and fragmented entities--each with their own accounting and administrative procedures--require cooperation between national, state, and local entities, all of which have competing interests. Additionally, you would not believe how easy (and profitable) it is for a psychiatrist to diagnose someone with a mental health issue, then prescribe drugs on the spot--at least if you didn't realize the scope of USA pharmaceutical lobbying. 

3. I was arrested twice in California. Once you enter an American jail, you'll realize why so many police officers are corrupt and why the system is designed to promote an ever-increasing share of the budget towards law enforcement and courts. UC Davis graduate and public defender Joseph Tully might have said it best: "Judges don’t seem to care about the law, they don’t seem to care about truth, they don’t seem to care about justice."

4. Social media ad dollars no longer seek to capture eyeballs but data in order to use it to justify surge pricing and other demand-driven marketing. Obviously, larger companies have clear advantages in capturing and parsing data, especially when buyers are more reluctant to spend marketing dollars online without more definite ROI. Unfortunately, targeted online marketing comes at the expense of the consumer due to no additional services being offered as well as the tendency of AI and security requirements towards "techopoly." 

Short answer: consumers don't always know what they want, but they know what they don't want, and data is terrible at figuring out what consumers do not like.

I received this in the mail. I do not own a cat. I have never owned a cat.

Backroom Economics

Let's start with Target Corporation. I've worked several retail jobs, including in now-defunct Mervyn's and Montgomery Wards. At Target, I was classified as Flexible Fulfillment, meaning I collected products throughout a three-story building to fulfill customers' online orders (aka OPUs). I also stocked shelves (aka "pushing"), pulled products onto carts (aka u-boats), and retrieved products from the backrooms for guests.

In olden days, the backroom relied on brute force but was simple: trucks would arrive with merchandise around 5am; we'd use a dolly to unload products down the ramp; then we'd position them for a separate team to stock the store's shelves. Working hours were unpredictable 15 years ago because stores didn't have data to indicate which time periods (other than major holidays) required more personnel, so I'd often get calls at 9pm asking if I wanted overtime the next morning. 

Today, everything is recorded, and GPS allows much better tracking of supply and demand. When I pull an item off a shelf in the backroom, I use an electronic device to scan the shelf location, which updates the inventory. Is it a perfect system? Not yet. Sometimes, boxes have incorrect labels or the product has the correct label but the wrong product. Once a mistake enters the system, it compounds until caught and remedied on one of our tricorder-like devices--at least if you're not in a dead spot lacking connectivity. Quite frankly, it's miraculous retailers can keep track of so many different items day in and day out, though the level of defects and breakage vary.

All will be thrown away or donated.

Packaging is the most underrated retail skill. Each package, if not perfectly made to fit into various shelves, will either break,

If I'm grabbing 50 items, I'm looking at bar codes, not whether a product is detachable.

leak, or fail to properly display its contents.

Square peg, rectangular box?

If a box is glued too tightly, my fingernail will break trying to open it with my bare hands.

Work hazard: blood under the fingernail.

If a box is too large (I'm looking at you, Pirate's Booty Popcorn), it looks ridiculous and takes up valuable space in the backroom as well as the sales floor. Though my average day involves walking 0.8 miles an hour to pick up different items for guests ("customer" is not the preferred nomenclature), the walking didn't bother me--opening glued boxes did.

9am to 5:30pm

Second bothersome factor? Taking down boxes that shouldn't be on such a high level in the first place.

You're not seeing the first four shelves on the bottom.

I'm 6 feet tall, and there's no way an average male, much less an average female, could reach some of the boxes I picked every day. A full box of wine on an uppermost shelf weighs about 20 pounds, easy to lift if on waist level but hard if you have to prop it on one shoulder while using your other hand for balance. As for ladders, some aisles don't have them, forcing team members to go to a different room to find a free-standing one. Working a blue collar job helped me understand why sexism still exists, though I also wondered why technology hasn't bridged the gap better.

National Geographic, May 2019, on another "blue collar" job's gender disparity.

Of course, other kinds of sexism exist, too. These appear to be exactly the same product, but the women's item costs 20% more. 

(Yes, a machine is available to lift workers to a higher elevation, they're not in every storage room, space is limited, and there's no guarantee someone else won't need the machine at the same time as your 30-minute deadline to fulfill a guest's orders.)

Take me higher?

The failure to use technology to level the retail working field is particularly odd because women spend a lot of money in America. I had to stock the women's health section a few times, and while I don't understand the need for an entire aisle of tampons or pads, I'm certain all of the products have high margins; otherwise, so much differentiation wouldn't exist. In addition, women were more likely to order other products when ordering ones they needed, with beauty items like lipstick being popular add-ons. In my case, having to find specific brands of lipstick colors in a sea of 300+ for online orders was one of the most frustrating parts of my day, especially because I knew most women would be able to do the task much faster. If you want to score in retail, pay attention to expectant and new mothers. They bought so many products from so many different areas of the store, I would get a workout fulfilling each online order. (Long before the COVID19 pandemic, moms knew the wisdom in disinfecting everything.)

What other advice can I give brick-and-mortar retailers? As mentioned above, you will never lose if selling beauty, baby, and/or cleaning supplies. Conversely, it's almost impossible to generate consistent revenue from children's toys and/or books unless you specialize and create seamless online operations tied with unique in-store events. With toys, children muck about and topple the entire section, making your store a de facto temporary daycare. With books, margins are quite good, but unlike fashion, a 30% to 50% profit isn't enough on a base sale of 25 USD when demand is unpredictable and inconsistent while overhead, especially labor costs, is constant.

Two other areas for corporate improvement:

1) Clothes are almost impossible to find, even with RFID-enabled devices. If I have only 30 minutes to find 6 to 10 items, I am going to skip the clothing item if I cannot find it quickly. Only toys were more disorganized than clothing/softlines. It might be time-consuming to find a small beauty product, but at least that section is organized and predictable.

2) Why is the employee discount typically so low? After 6 months of service, I'd favor giving full-time employees 25% off store brands and 20% off everything else. Sure, there's danger in reselling, but stores can limit the amount of total purchases per week. Most likely, HR and IT don't want the hassle of tracking yet another employee program, but that's no reason to under-appreciate employees. 

3) What advice can I give consumers? First, before going to a store, download the store's app. Sometimes, the app has deals not listed on the website, and Target's app is excellent for discounts. Also, while not always accurate, you can check whether a particular store has many or fewer of the items you want. (The failure of 100% accuracy in the backroom muddles the usability of floor numbers.) Second, please put your cart in the right place in the parking lot. If stores keep losing carts or seeing cart damage to vehicles, eventually they'll start charging a nominal, refundable amount to use them. Plus, it's good manners.

By now, you may have an inkling why Amazon is so successful. By the time a "traditional" store figures out the logistics of stray shopping carts, food kiosks, slip and fall insurance, proper staffing levels in each department, the in-store Starbucks, the backroom, the sales floor, and a million other things that ensure you, the customer, are happy and safe, Amazon is already ahead because they've eliminated every non-essential piece of the retailing experience. Though I've never seen an Amazon center, if you work in any brick-and-mortar store's backroom, you will understand any retail organization set up to deliver products directly from your hands to the customer will win. For Amazon, the backroom *is* the retail experience, which makes sense because that's where the action is. All that stuff outside? Fluff and show. Costco knows it, too, which is why they offer free food samples to make your experience in a warehouse seem more interesting.

Think about Costco's warehouse design. Is it set up like traditional retail, or is it one massive backroom? Those wide aisles within a grid system? Perfect for delivering heavy crates and pallets of products anywhere in the store. Next time visiting Costco, look up--you'll see lots of boxes waiting to be "delivered," but one shelf down, not throughout a two-story building with different-sized shelves. Why boxes? Because taking items out of original packaging takes time (remember my bloody nail?), and it's one reason backroom inventory becomes corrupted. (Is the bar code on a package for one item or the entire set? If you have ten seconds to decide, you're not always going to be right.) Though I met my fulfillment targets at Target, I'm not sure I could do the same at Costco, where much of the lifting is done by skilled drivers and mini-forklift operators. Within Costco's unique system, I can see the benefits of unions for both employees and employers.

So now what? Once employers realized theft resulted primarily from employees, not customers, it was only a matter of time before "backroom economics" and surveillance took over American retail. In some ways, Minneapolis-based Target's dilemma is similar to all of America's: can it adapt and change to stay relevant, or will it be left behind? Personally, I hope to see the familiar red target logo for many more years. If Target Corporation and other anchor tenants fail, the alternative will be a world of Borg-like cube warehouses using RFID and machines to locate, sort, and deliver products while humans look on passively. Will malls be assimilated into our modern-day techopoly? Will AI and GPS capabilities continue to outshine less predictable customer service? It all depends on whether city councils and real estate developers discover more dynamic ways to do business. So far, America's physical and political landscape appear inhospitable to meaningful change, but that is no cause for pessimism; after all, the course of true change ne'er did run smooth.

© Matthew Mehdi Rafat (2020)

Disclosure: at the time of publication, I own mutual funds and ETFs which most likely own shares in several companies mentioned herein, but none of my holdings, including individual stocks, are substantial enough to warrant overt bias. 

Bonus: I neglected to mention one important group: stockers and drivers hired directly by consumer brands. I don't know exact details regarding shelf space in retail stores, but certain brands protect their investment and reputation by sending their own stockers to check and re-stock shelves once a week. These workers were a delight to see, and all of them were professional and helpful. The regional representative for Peet's Coffee even took the time to explain his job to me. (Speaking of coffee, some Targets sell multiple brands of coffee, and if you buy coffee when it is first stocked, you may capture a deep discount without sacrificing quality.)

Coming Back to America (2019)

Whenever I return from a long overseas trip, I try to share my thoughts about re-integration. My most recent trip around the world took about ten months, and I've been in the States about 10 days so far. 

1. When I was in SE Asia, especially the Philippines, I complained economic development revolved around shopping malls. Well, investors repeat what worked in the past, regardless of geography, and in the one week I've been in California, my life has revolved around shopping malls. Sigh. 

2. Retail differentiation is becoming nonexistent, causing more consumers to buy online--and countries more willing to demand tariffs against foreign competition. I went on a shopping spree yesterday, buying a new pair of shoes, two jackets, and a pair of casual pants. I didn't need any of them, but at 50% to 70% off at the local outlet mall, the entire experience set me back less than 100 USD.  

In the process of shopping, I realized every single clothing retailer had copied everyone else. Eddie Bauer, like Nike, makes DriFit shirts. Columbia's jackets, like Eddie Bauer's, have a side zipper pocket in the same breast area. For me, the main reason to choose one item over another came down to sizing, especially around the shoulders. Even in one store, a double XL would fit differently--Puma and North Face products seem to be the most inconsistent--and I continue to buy clothing and shoes made in Vietnam, Bangladesh, Jordan, or Indonesia whenever possible. Oddly enough, consumers don't seem to realize manufacturing location matters a great deal. 

After I wrote this post, I saw a unique retail item at Portland, OR-based KEEN.
It's a private company w/ 200m-300m in annual sales.

3. I had purchased many items online while traveling and was expecting outsized temporary happiness when I returned to my pile of self-bought gifts. Unfortunately, the pile of mail waiting me caught my attention first, and I haven't had a chance to get to all the items I bought in an attempt to self-compensate for missing X-Mas, my birthday, etc. 

Interestingly, I've already begun using the items I bought yesterday, indicating the mall experience could compete with online retailers if unique products are offered at competitive prices. The psychological allure of instant gratification isn't going away anytime soon, so once physical retailers become more lean, an equilibrium will be reached between the virtual and the physical--assuming brick and mortar stores prioritize customer service. 

4. America's most noticeable advantages over other countries are its environment and convenience. Pollution is much lower than most other countries. (Even highly developed Singapore has issues due to its proximity to Indonesia's active volcanoes.) As long as an American is in a major city, drinking tap water won't be risky. Traffic may be busy during peak hours, but for the most part, the flow is remarkably smooth. I can't tell you how lovely it is to know I can walk anywhere for as many weeks as I want without developing a cough--even though walking in most major American cities is uncommon because city planners and car lobbies (think: sales taxes) prioritize cars. 

As for convenience, Americans have too many options, and they're all easy to reach. In Guanajuato city, Mexico, a mountainous area, I had to walk up and down one block at a 70 degree angle just to get groceries--and that doesn't include the two flights of stairs installed to make it easier for locals to reach the main street. I actually enjoyed the experience, but I'd often return to my Airbnb only to realize some of the products I had bought had expired, especially the yoghurt. The rougher terrain makes it harder for regular deliveries and also for store/tienda owners to make a profit. 

Additionally, the lack of zoning or self-imposed owner restrictions sometimes meant two small grocery stores on the same small street often sold the same products. Lest you think competition would be more cutthroat, both employees would happily refer me to the other store if they didn't have a product (my favorite brand of milk is Groupo Lala, but another brand, Alpura, seems to do a better job in some neighborhoods). Incentives for honest service increase when the same employee sees the same customers regularly.  

5. History is easier to absorb in other countries because it's all around you. Most people realize that after WWII, the American government was able to impose its policies and processes in other countries, most notably Japan and Germany; however, even before then, borders were ill-defined and countries, especially in Europe, were seeking to expand. Such expansion efforts often caused more powerful countries to run roughshod over smaller ones, in ways Americans and Europeans never learn.  

Averell "Ace" Smith, in Commonwealth Club Magazine

From National Geographic (2019), on El Salvador

Seeing cannons in Cuba near the water helps one realize the importance of naval power--at least until the invention of fighter jets. Seeing forts in Lisbon and Scotland leads to an appreciation of military strategies and the reasons behind extended conflicts, especially if retreating to Northern Africa to regroup was possible. Touring the former Ford Factory in Singapore teaches us civilians are always targeted in invasions and wars, regardless of the countries or groups involved. And so it goes. 

In Singapore. Now a museum.

6. I have to cut this short because I have a job interview in 20 minutes... in a shopping mall. 

© Matthew Mehdi Rafat (2019)

Bonus I: an apt summary of America, from an El Salvadorean immigrant: "Life is cold here, but there is opportunity, and so we must endure." 

From National Geographic (2019)

At least there's free WiFi. 

Bonus II: when returning from any extended trip overseas, it's helpful to double-check several important dates: 

1. Your driver's license. In California, we're supposed to receive notice of automatic renewal (if eligible) two months before the expiration date, but it may be easier to study the written test and take it earlier. 

2. Your passport renewal date. 

3. Your insurance policies. You can typically renew online. 

4. Your credit and debit cards. If you order new cards, be sure to update all the apps and services (Uber, iCloud, etc.). 

5. Your tax filing date(s). You can file for an extension but I always try to finish before the official deadline. 

6. If you have investments, it's a good time to check all your accounts. 

7. Do you have any professional licenses? If so, check to see if you've caught up on all the requirements, including continuing education (CLE, fingerprinting, etc.). 

8. You're usually entitled to one free annual checkup every year, though lab tests may cost extra. If you haven't gotten one in the last year, consider making an appointment.

It took exactly 3 weeks before I felt like I'd caught up on everything, so give yourself as much time as possible before starting a new job. 

Retailers' Woes Have Nothing to Do with Amazon

One more of the most confounding features of modern times is that we have more information than ever before, but less common sense. In short, we have more data, but it doesn't help us because we're unable to commandeer it properly.

Retailing data tells us Amazon.com--which recently had 1 billion USD of sales in 30 hours--is going to destroy traditional "brick and mortar" stores. Others argue 90% of retail sales are still done in-person, so while the internet's share of sales is increasing by 1% a year, traditional retail is not dead.

Everyone misses the point. I visited the local mall today. I live in an affluent area where people have lots of disposable income. Here's what the mall looked like inside: 

Looks dead, right?

The main foot traffic was in the food court, a cafe, Starbucks, Apple, and Hollister (which has somehow solved the puzzle of teenage fashion). With Amazon and other online choices now ubiquitous, we've forgotten the days when internet sales weren't successfully gaining market share and "dot com" was synonymous with "bust."

1. Internet Retailing Was Once Considered a Fad

It wasn't always certain that internet retailers could even survive. Amazon.com was allowed a sales tax exemption for many years because it continually posted losses and claimed poverty. States that tried to tax Amazon soon saw it move completely out of their state to limit the law's ability to tax entities without minimum contacts in a particular jurisdiction.

Recognizing his business's unusual dynamic, Bezos once said, "[W]e don't make money when we sell things. We make money when we help customers make purchase decisions." By the year 2000, Amazon had posted a loss of 1.4 billion USD. At one point, Amazon hired Walmart executives to increase profitability, causing a major culture clash with existing employees, who were generally younger and more urban. Most of the managers poached from Walmart eventually left Amazon, but Amazon's poaching left a bitter taste in Walmart's mouth that persists to this day.

Today, Walmart is more profitable than Amazon but has finally realized it needs to catch up in the online space to prevent Amazon from capturing retail market share as Amazon continually improves efficiency and passes cost savings to customers--just like Walmart. Bezos has always been unperturbed about profitability comparisons: 

"[D]on't worry about our competitors because they're never going to send us any money anyway. Let's be worried about our customers..." 

2. It's All about Inventory, Inventory, Inventory

Stores are expensive to maintain. You've got lawsuits resulting from poor customer service or arbitrary hiring decisions. You've got some customers slipping and falling on your floors--sometimes intentionally. You've got theft, which most Americans don't realize costs retailers about 40 billion USD annually--with the plurality of the theft coming from employees, not customers, in the U.S.

The biggest hassle of retailing, however, is inventory management, not HR. Most retailers live or die by major holiday events and new product launches. If a store buys too many products that later become unpopular, they either have to mark it down--which they can't always do because of complicated MAP, or minimum advertised pricing rules--or return them to the supplier for a fraction of the costs already paid. In some cases, with very popular items, a retailer is not allowed to return any portion of the inventory bought and is stuck with it no matter what. Under such a framework, retailers who overestimate or underestimate customer demand--especially during the holidays--tend to see wild swings in revenue while still dealing with relatively fixed overhead.

Amazon bypasses such issues by theoretically having unlimited shelf space and using algorithms to personalize the shopping experience for each customer. While Macy's and Nordstrom must not only figure out which products are "hot" and stylish, but how to allocate enough shelf space for them--potentially losing sales on less popular but profitable items--Amazon can stock everything. While Gap and Target can't really individualize your shopping experience without assigning you a personal shopper as soon as you walk in the door, Amazon is able to collect information every time you log on its website and browse--even if you don't buy anything. With online retailers' greater abilities to reduce human error and gather reliable customer data, how can brick-and-mortar compete?

3.  Actually, I Lied: It's All about Customer Service

If it's all about inventory management, why isn't Starbucks failing? How come Chick-fil-A has lines every time I visit? Well, have you ever seen the outside of a Starbucks look like this? 

In a local mall's parking lot

Oh, you're going to argue I'm only using food retailers as examples? Ok, why are Apple and Nike so popular? Why did Apple open "brick and mortar" stores several years ago? Why is the Apple store always busy while the Microsoft store across from it in my local mall almost always empty, except for kids trying out video games?

It's the customer service--a long lost art. When you go into any Starbucks, you can personalize your drink any way you like. If you still don't like it, you can demand the barista re-make it. When you have a problem with an Apple product, you can bring it into a store and get it looked at by experts. When I question the workers at the Genius Bar, they take such pride in knowing everything about their products, they often get offended or bemused. When I pointed out one of the outlets in the table didn't work, the worker smirked and said he knew--the implication being, "You can't know more than us about Apple, buddy." Another Apple employee once answered numerous questions about DJI and GoPro drones in depth--which aren't even Apple's own products.

Does Starbucks make money on its 100% customer satisfaction policy? In terms of hard numbers, absolutely not. Does Apple maximize profits by paying higher wages to experts who actually care about their products when it can sell its products online or through other retailers? Nope. But both companies have such high margins, they don't mind losing money here and there if it brings back customers. In short, high margins are supported by excellent customer service, and excellent customer service allows higher margins.

From The Everything Store (2013)

Lots of people shop at Ross and Kohl's, but they wouldn't go there unless they could get 75% off original prices. When you have non-existent customer service, you can lose customers easily unless you keep prices so low, they will tolerate ineffective and surly employees--who might be adding to the $40 billion theft problem while you shop. Unfortunately, you can't quantify the value of consistently excellent customer service in a spreadsheet, so some managers who take over stores with declining YoY revenues focus on everything but the customer experience, dooming their efforts from day 1 and antagonizing formerly loyal employees. 

4.  Overseas Malls Are Mostly Doing Just Fine

Let's contrast the American shopping experience with other countries. Malls are central meeting points in many non-U.S. countries because they offer air conditioning, excellent WiFi, and wonderful food courts.

Discounters haven't made inroads overseas. (A Filipina friend, a highly educated regional manager of a popular pizza joint, has never heard of Ross or Kohl's.)  American brand names still command high prices because MAP restrictions force retailers to compete based on excellent customer service, not low prices. Dirty, unappealing malls exist, but they only have mom-and-pop stores and small businesses, not brand-name retailers. Every single mall overseas I've seen with brand-name businesses is pristine and staffed with people who work hard.

When customer service fails overseas, it's because good intentions often overwhelm common sense. For example, in Panama, as soon as I walked in a sporting goods store--where I eventually bought an authentic Kobe Bryant jersey for 40 USD--an employee asked if I needed help. When I said I was just looking, she still followed me around. At first, I thought she believed I was a potential shoplifter, but then she started being really helpful, like taking the hangers from the clothing I was looking at and pointing to nearby mirrors. I take a long time before buying anything because I walk around for at least 5 minutes, asking myself, "Do I need this? Do I really need this?"

After 5 minutes of walking around doing my usual retail self-questioning, I decided the cute, petite Panamanian employee following me everywhere was working on commission, and it would be rude not to buy something. When I told her I was going to buy the jersey, her expression didn't change. She walked me to the cash register but didn't ring up the sale herself. That's when I realized--she wasn't working on commission. That's just normal overseas customer service.

It's not just in Panama where I experienced "excessive" customer service. Let's take another "P" country, the Philippines. Every time I walked into a middle class or upscale mall, I saw at least three workers ready to assist me in each section. 

Quick--how many store employees do you see? 

Like I said earlier, I'm so used to American customer service--or lack thereof--it took me a long time to realize I just had to patiently deal with overly helpful employees when shopping. 

5. Retail Used to Be a Viable Career and Still is Overseas

Many SE Asian malls, such as ones operated by Ayala Corporation, prefer to hire college graduates as workers, the idea being that such persons will speak English and are able to identify with affluent shoppers. Yet, even in overseas malls where the staff comes from more humble circumstances, I experienced genuinely helpful, normal, and intelligent people. 

When I bought a soccer jersey in a mall frequented by Panamanian locals where workers make 2.60/hr USD, I still got got excellent customer service. Using Google Translate, I was my usual annoying self and asked a lot of personal questions from the employee, including about her wages.  I tried to tip her after she amiably answered my prying questions, but she looked surprised and called to her supervisor, asking if she could accept the tip. Her supervisor cocked an eyebrow, then nodded and looked away, probably having committed a violation of store policy but at least having the discretion and common sense to know when to override it. 

Retail wages in other countries are generally good. In Panama, the worker making 2.60/hr USD could afford to buy a home, which cost her 59,000 USD. (Yes, I ask a ton of questions--I have no shame when it comes to gathering data.)  She took out a mortgage with an 8% interest rate, which most people would consider quite high, but she owns a home--something almost no retail worker in a developed country can do. Sure, she's far away from the Malecon, where a one bedroom high-rise condo costs 250,000 USD in a beautiful area resembling Venice Beach, but she owns property and isn't at the mercy of a fickle or greedy landlord/slumlord.

In hindsight, Amazon's most valuable competitive advantage didn't come from data, but from the underlying premise of Bezo's business model: if a process works, lower-level workers should talk to each other less, reducing the potential for conflict or mistakes. If a customer has to email someone and ask for help, there's a flaw in Amazon's self-contained eco-system, and because Amazon owns every piece in the system, it can keep perfecting its processes until you can get anything you want, however you want it, without needing to contact an underpaid American customer service worker. Even before robots, AI, and drones, Bezos envisioned and created seamless automation, bypassing the risks of imperfect customer-facing service. Amazon is taking market share from "brick and mortar" not because of lower overhead due to the lack of a physical presence, but because it focused on creating a seamless customer experience. In fact, Amazon will be opening a traditional brick and mortar store right across the street from the mall I visited today. That mall is the most posh outdoor mall in the entire city. When it comes to the customer experience, Amazon doesn't mind paying more. 

In contrast to Bezos, Starbucks CEO Howard Schultz made coffee a premium beverage by encouraging employees to create the perfect in-person customer experience. Before Schultz, no one could charge more than 1.50 USD for a cup of coffee, but after seeing the more fashionable coffee experience in Europe, Schultz returned to America, determined to bring a better coffee culture to the States. 

From Schultz's Onward (2011)

Read my last line above--pay particular attention to the word, "culture"--and the words, "human connection," in Schultz's own book. Schultz didn't bring coffee to America. He brought a specific cultural vision and added excellent customer service.

Two CEOs, two seemingly different visions, but the same focus: a perfect customer experience.

6. Conclusion

I don't have an MBA, and I've never managed a retail store, but I'm not surprised customer-facing American retail is suffering. In the absence of sincere, dedicated leaders, relatively low wages make it hard to convince employees to deliver excellent service or to see themselves as a part of a brand's cultural continuity. 

In addition, lower-level employees, including store managers, often lack discretion to satisfy customers, so higher wages alone may not increase initiative. In fact, Costco pays higher wages, but people go there for competitive prices, not customer service. Unsurprisingly, Costco is struggling to find its niche with a younger generation of shoppers who want better overall experiences, not just lower prices. 

If individual American retailers cannot consistently create excellent experiences, then mall operators themselves should. Ethnic malls have a much more diverse tenant mix, which increases foot traffic at different times of the day, alleviating parking woes. Such malls usually have a grocer as the anchor tenant (H Mart, Mitsuwa, etc.) as well as sleek food courts within the grocer itself or the mall, using delicious food and smells to drive traffic. Upscale malls overseas have numerous events sponsored by major brand names--just think of the fun activities and giveaways inside an American sports arena on gameday, and you'll get a good idea of what a Hong Kong mall looks like on a daily basis. American retail is suffering from an identity crisis and is trying to compensate by increasing ad dollars and focusing on image, not experience. Yet, companies like Abercrombie and Fitch (excluding Hollister) and J. Crew, which arguably care the most about their image, are suffering the most. It's time to get back to basics. 

Disclosure: I own shares of ANF, M, TGT, various REITs, and other companies mentioned herein. My positions may change at any time. You are responsible for your due diligence.

Retail Therapy: What's Wrong with Brick-and-Mortar Retail?

Payless Shoes appears headed towards bankruptcy. Sears looks like it's on life support.  Does anyone shop at JC Penney anymore?  

It's tempting to say retail is dead and appoint Amazon as its pallbearer, but one look at McDonald's, Costco, H&M, Chick-fil-A, In 'N Out, and Dunkin' Donuts tells you brick-and-mortar can work just fine.  

Target (TGT), which I own, is the odd duck, so I will focus on it.  It used to be Target was retail's darling.  Fans would refer to it as "Tar-jay" (with a French accent) to denote some particularly welcoming stores and its exclusive clothing lines.  At one point, a famous designer, Isaac Mizrahi, created an exclusive fashion line for Target for five years.  The fact that a "discount" retailer was able to carve out a high-end niche, at least in the consumer's mind, is worth further study.  

Recently, however, Target has lost its ability to maintain its brand.  A series of unfortunate events occurred.  In 2013, hackers took advantage of Target's credit card information, a debacle that continued to make headlines through 2015.  It exited Canada, admitting defeat in the country.  Its exclusive fashion collaborations didn't garner as much appeal as in the past.  And it angered fundamentalist conservatives by taking a political stance on unisex bathrooms.  

What is happening to Target, whose stock is at a five-year low?  

1.  As living costs in America have increased, wages haven't kept pace.  It's hard to motivate employees when they see employment with you as a temporary gig.  At least waiters and bartenders have tips to motivate them, so they can't completely slack off.  

2.  Today, the main way to differentiate retail is through outstanding customer service.  Chick-fil-A has great food, but most people will remember its consistent service long after the taste of spicy chicken has been forgotten.  With its relatively low wages, how does Target create consistently excellent customer service?  

Note that Costco pays higher wages than the industry norm, which it considers to be part of its competitive advantage because higher wages can reduce employee turnover.  American retailers in trouble have failed to adapt to higher living costs while complying with Wall Street's general antipathy to higher wages for unskilled labor.  

Canada's Tim Horton's has adapted by hiring foreign-born Filipinas--who have a reputation for excellent customer service--to staff its stores.  Obviously it needs its government to be on the same page when it comes to immigration to do this, but Canada, as usual, succeeds where others have failed because of its greater tolerance and dedication to doing what works. 

Dunkin' Donuts has adapted by reducing the size of its stores, lowering its overhead and need for additional staff.  I'll never forget ordering a sandwich in a Chicago public transportation hub and trying to figure out how Dunkin' fit an entire kitchen in what appeared to be the size of a rich housewife's shoe closet.  (Maybe the new retail paradigm is this: can your store fit into an airport or public transportation hub and still succeed?  Hopefully not, though I notice bookstores seem to be doing well in airports and nowhere else.) 

3.  Does anyone think the majority of employees at Payless are experts on the perfect shoe fit or style? Of course not.  That's why it's cheap to shop there.  In contrast, Asics in Tokyo has a machine to measure your foot and print out data--yours to keep--that helps the Asics employee identify your best shoe choice.  After the helpful employee spends all that time with you, you really do want to buy whatever shoe s/he recommends.  After all, who am I to doubt science? 

As far as I know, Target has no individually-tailored services outside its photo department. 

4.  Partnerships are an excellent way to keep your brand in the spotlight but difficult to find and even harder to maintain.  I knew Olympic Gold medalist Jordan Burroughs would be a superstar long before he became a household name in some circles and abroad, even in Iran.  (As proof I'm no bandwagon fan, I donated to his gold medal fund *before* he won the gold. Besides, how could anyone not like his family? http://ftw.usatoday.com/2013/10/olympic-wrestler-gets-married-bride-wears-his-signature-shoes-down-the-aisle) 

Corporate partnerships are hard.  Jordan Burroughs made some comments against excessive police force that could have made him unpopular, but most people appreciated his measured criticism.  Meanwhile, Nike dropped the great Manny Pacquiao, and Colin Kaepernick is unemployed.  

In Target's case, it's just not getting enough mileage out of its "exclusive" partnerships because consumers figured out if they miss one offering, another will soon appear.  The lesson is simple: companies that mislead consumers, even if indirectly, will suffer, because consumers have become smarter about seeing through advertising gimmicks.  Target appears to suffer from a case of "MBA-itis"--short-term profits over long-term credibility.  

In Asics' case, it not only managed to scoop up the brightest star in a growing sport, it also cultivated a mutually-beneficial relationship with the sport's most respected coach for decades.  Is that why they were able to identify and sign Jordan Burroughs before other apparel companies?  Maybe not, but it couldn't hurt. 

5.  Consistency matters.  McDonald's might not always provide good customer service, but its coffee will taste the same everywhere in the world.  Its only adaptations are specific to local tastes, like adding guacamole to its Mexican burgers or using the term "liberty" in its advertising in Guantanamo Bay (the irony isn't lost on me).  When you consider the TSA can't even manage to be consistent in its own country, you'll see achieving consistency isn't easy but key to maintaining your brand's reputation.  

In Australia, I eagerly visited a Target store near Chinatown to see how my Target investment was doing.  I almost sold my shares the next day.  With Australia's affluent customers, you'd think Target would make the country a priority. Yet, the store was not clean and not even organized well.  I didn't want to buy a single thing.  Even the lighting made me sad. 

Perhaps Australia's relatively high currency and higher labor costs make it harder to invest there, but why open a store that will damage your brand's reputation?  How hard can it be for the Board's and executive team's spouses and children to travel a few times a year--on their own dime--to international locations and give objective feedback to their family?  One visit was all I needed to realize Target lacks the expertise or ability to expand overseas. 

[Correction and Update from Wikipedia: "Despite the similar logo, name and type of outlets, Target Australia [founded as Lindsays] carries no corporate connection or relation to the US discount retailer, Minneapolis, MN-based Target Corporation."] 

Conclusion: Target has many problems that justify its current low stock price and will need to think long-term to stay relevant.  Its issues expanding internationally need to be addressed immediately. 

© Matthew Mehdi Rafat (2017)

Disclosure: I own Target shares and other retailer company shares as part of mutual funds and/or ETFs, but my positions may change at any time.  You are responsible for your due diligence.  Nothing herein is intended to be investment advice.