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Millenials are showing different shopping habits including using online shopping services for groceries, using stores like Target or Wal-Mart, and convenience stores, or discount stores such as Aldi. With high student tution some are careful buyers reducing cost.

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Here is the answer to how retailing is doing in February 2009. See the graph. By type of store, Discount stores have held up with 2.9% increase, drug 1.6% decrease, Apparel 5.5% decrease, Department stroes 9% decrease. Of the discounters Walmart is up 5.1%, Target is down 4.1%; of Department stores Macy's down 8.5%, Penneys 8.8%, Saks and Neiman Marcus down 26 and 21%; and in Apparel stores Gap is down 12%, Abercrombie and Fitch down 30%, and Aerospatiale up 11%.

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It appears that P&G and Unilever have caught on to what may be one of the biggest developments in consumer products as the global economy incorporates hundreds of millions of small budget buyers in developing countries from Mexico to India. Just look at the figures here- these high frequency stores like the one in Leon, Mexico mentioned here, bring in per shopper 23 pesos or about $2, with annual sales of about $16 billion. As their incomes increase they could be buyers of the same brands they are accustomed to and move upscale in the years ahead. Another article talked abot Walmart's success in Mexico's urban areas. It appears that there are two trends one of the high frequency stores in the rural areas and the smaller villages and towns, and the other of large stores in the growing urban areas with buyers from the newly affluent urban classes. What is interesting is the close attention that is required to sell to high frequency stores and the sense of respect that needs to be shown for the economy, price and budget, buying habits to tailor products for their special needs. As for example: the one time use Head and Shoulders shampoo that costs 2 pesos, the feminine hygiene pad product with aloe that can be used longer with extra absorbent cotton, the Downy Single Rinse to conserve water usage. All the time the attention to a quality product that delivers and gains sales by word of mouth....

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With its slogan "Expect More, Pay less" Target has tried to combine low prices with moving upmarket, carrying designer merchandise and chic styling without breaking the family budget. Now with the recession and consumers becoming frugal in the USA, Target and its new CEO who took on the role in May 2008, Steinhafel, is looking at Wal-Mart to see how it can also emphasize the low prices in this recessionary climate. With store sales fallig by 10% in early 2009 Target executives were concerned that something needed to be done. And the thing was to bring even lower prices withor making customers feel cheap. Its chief marketing officer natty Francis always believed in the marketing philosophy of the 1952 book about Marshall Field "Give the Lady What She Wants." Question was what the lady wanted in today's environment. Instead of the old aspirational image of the designers behind Target apparel, Francis now put up the idea of how good value can be chic too. Target designers emphasized how the lady can look "frugalista fabulous." The other challenge was introducig groceries in the store. And instead of packaged foods he idea was to introduce fresh foods which have higher margins. Protype grocery stores were put up and the concept launched. And now instead of gradual rollout, Target went hyper local putting fresh food in all 30 Philadelphia stores. And the marketing ads, radio, newspaper circulars, TV everything made Philly residents aware of the move. Sales went up by 5to 10%. Now the concept has proven to work and Target plans to put in in 350 stores in 2010. And Nat Francis thinks Target did not move fast enough considering how quickly consumers have turned frugal. In the new frugal environment Target research showed its working-mom was obsessing about the price of milk not the thigh-high boots, and she was visiting the grocery store twice aweek and Target only 3 times amonth. Showing groceries mattered. Meantime Target's markeing is ore focussed and its creating the perception that Target and Wal-mart are so close on price. Target is actually devoting 75% of its advertising budget to price compared to 25% in 2008. So a 32 inch panel TV is $246, a coffeemaker is $3. Yet Target executives don't want to undo a strategy built up over years of a better customer experience, designer merchandise at lwer prices, something that would differentiate it from Wal-Mart. So the moves may simply be an adjustment to comport with the thriftier savings oriented times....

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Target Stores are offering a 5% discount to buyers who use a Target Credit card. Target's test results show a 1-2% increase in sales with this program. Target's financial performance suffered during the recession, as buyers stayed away from clothing, and furnishings. Sales of these products are gradually improving.

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Wal-Mart is expected to announce the sixth quarter of declining same store sales in the U.S. By raising prices on some items and reducing prices on others Wal-Mart moved away from Wal-Mart founder Sam Walton's pledge to provide the best prices. Walton built Wal-Mart by promising to transfer much of the benefits of Wal-Mart's sourcing of lower priced goods to customers. The "high-low" technique in pricing is just the opposite of the everyday best price of Sam Walton. In recent years Wal-Mart has lost its touch with its core customer base by trying to attract upscale customers with trendy products and organic foods. The core customers have always been the U.S. households making less than $70,000 a year. This made up 68% of its business. Now this business is under assault by discounting chains and dollar stores. To reduce clutter in its stores, Wal-mart reduced the amount of goods carried from different suppliers, alienating some suppliers. Ironically the new pricing strategies and store design to reduce sprawl came from John Fleming, a former Target executive who became Wal-Mart's chief merchandising officer. Management changes led to Mr Fleming's departure....

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'Showrooming' is hurting big retailers with large stores such as Best Buy, Target and Wal-Mart, which are taking their own actions to reduce the impact.

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This is a story of missteps in retailing that can lead to loss of as many jobs as when large automobile plants close-about 65000 jobs in retail at big box store Bed Bath & Beyond in 2019 down to 32,000 by 2022, and with all stores closing in 2023 all jobs lost. Some of these jobs were replaced with the growth of Amazon in online retailing and warehousing shipment, others permanently lost. Jordyn Holman and Lauren Hirsch of the NYT explain how a major retailer collapses into bankruptcy in 2023. This retail chain started in 1971 thrived on its two founder's concept of building a customer base around a store that piled high the volume of merchandise selection for bedsheets, towels, pillows, kitchen appliances, and offered 20% coupons on brand items. It survived the 2009 crisis and by 2012 its stores were up to 1100 from 350 ten years earlier in 2000. This was a result of 4 acquisitions including Buy Buy Baby and Harmon Stores Its collapse is a textbook case of what can happen. Its financial foundations were weakened by a bond offering $1.5 billion, going into the debt market for the first time.   From its success attracting activist investors and the company according to analysts trying to fend them off. The bond offering was the first step to impending disaster. In 2019 three activist investors won a fight to appoint 4 new board members and hire a new CEO Mr. Tritton from Target.  The big change happening just before the pandemic was the complete change of management with the new CEO. Stores that had made the decisions on what merchandise to buy based on location were no longer allowed to do so. Some stores were closed and there were layoffs reducing employee morale. The big change came to the 20% coupons which was the unique feature of the store getting people back into the store. Coupons were cut back as profits declined. The pandemic introduced new elements of surprise. The supply chains were disrupted, and just at that time new management decided to shift to private labels to increase margins and sales. Kitchen Aid was replaced with private labels. As a result of supply chain disruptions the stores could not be stocked leading to customers moving away, a crisis was brewing. At that very time something concealed the crisis from view. The Biden administration checks to support people during the pandemic led to a sudden increase in sales, a one time spurt. Then as suddenly as the spurt months later a complete dropoff in sales. Management closed more stores, suppliers who were not paid demanded to be prepaid leading to stores being only partly stocked. Bed Bath & Beyond collapsed as its coupons were dropped, its stores poorly stocked, no brand merchandise such as Kitchen Aid, and decisions made at the wrong time including the debt load all taking a toll at once. By the end of 2022 bankruptcy loomed. In April 2023 the company declared bankruptcy after failed efforts to raise additional financing. The same changes also hit Best Buy, another big box retailer, which managed the changes to internet buying by shifting sales to the healthcare sector, and continuing to build on it strengths as a retailer of motivated employees with knowledge of the electronic merchandise. It made it right through the pandemic without the changes in management that happened at Bed Bath & Beyond. ...

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What was once seen as a debacle on CNBC and Wall Street in 2015- the decision of CEO McMillon at Walmart to raise wages from 7.25 an hour to $9.00 an hour with share price drop of 10% turns into a big win by 2025. Mcmillon did not hestitate to show slides at NYSE for Earnings per share drop of 12% instead of 6%, $2.7 billion investment. Pay is now about $18 an hour in 2025 and this is only one metric as the benefits include free college and technical education, parental leave, more job training, job promotions, cleaner better stores. The remarkable thing is that it spread to other stores Target and TJ Maxx, and over time to a broad swath of American companies. Cost of living is an issue today for Americans in 2025, imagine what things would be like if leaders from the University of Arkansas with deep connections to the Bentonville region had not taken a decision independent of ideas on Wall Street and NYSE, CNBC. As McMillon retires the new CEO is also from the University of Arkansas with deep connections to the Bentonville area- John Furner, the current CEO of America region. ...

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Wal-Mart has fallen behind competitors CVS and Walgreen in its drive to open medical clinics in its stores. Walgreens now has 350 in-store clinics, CVS 600, Target 44, and Kroger 80. Wal-mart has 149 in-store clincs in the U.S.

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How private labels of stores like Costco and Target, and of supermarket stores like Kroger and Safeway are changing the retailing business by drawing attention to them with better products and marketing compared to brands like Kraft and Sara Lee and other brands. Archer Farms, Targets label brand, has a catchet of its own now.

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Mobile apps are making price shopping easier for consumers and affecting retail stores such as Target and Best Buy. Other industries affected by mobile apps are the videogame industry and the taxicab services.

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US inflation in May was up 1% over April 2022, and 8.6% above a year earlier. Of the 1% increase in May over April about half was from increase in prices of appliances and furniture and consumer items bought from stores such as Walmart and Target. The trend is shifting quickly as buyers are shifting purchases out of this category and spending more on travel and eating out, entertainment. Retailers such as Target are stuck with excess inventory and plan to discount items. This will result in an easing of inflation.

Shortage of semiconductors for cars are persisting but should ease at some time. Service cost continue to increase. Overall there should be an easing of inflation but not enough for the Fed to change its policy of interest rate increases.

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One can say DJT's warning to US retailers not to increase prices have worked overall. Overall retailers have increased prices only slightly, about 2% since March when DJT announced tariffs. So called old fashioned jawboning did work, as it has with Walmart shown below when DJT admonished Walmart on price increasing strategies. Harvard Pricing Lab experts say retailers have acted cautiously and incrementally because of a lack of clarity on what the tariffs would eventually be, and what impact it would have if it was a negotiating strategy. Here are price increases shown in WSJ Analysis on less expensive items from March 2025 when the DJT tariffs were put in place to July 2025, some of them on basic canned foods made in the US by Campbell Foods and others. Amazon  5% Target      3% Walmart   -2% On less expensive items the prices were reduced slightly- Amazon  cut prices 2% Walmart cut prices   4% Target cut prices       6% Amazon and Target, Walmart operate in slightly different environments. One third of Amazon revenue comes from inexpensive products and it costs more as a percentage of price to ship these products. Walmart and Target operate as brick stores so that some of the lower priced items can get compensated by sales of higher priced items when a shopper makes a trip to the store. Amazon has higher margins on more expensive items so that it is easier to cut prices on these items.    ...

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How the discount drug programs at the big drug store retail chains like CVS. Walgreens and Walmart are leading to increasing competition and lower prices in generic drugs that are now sold for one month supplies for hundreds of unbranded drugs. Mass mechandisers like Target have their own programs selling drugs in the same manner as the Walmart which started this with its $4 generic prescriptions for one month supplies in 2006. Its changing the landscape for drug pricing gradually and will become part of a larger trend as health care costs are challenged in different ways by customers, merchandisers, and others in a low inflation cost conscious economic environment, with an overstretched indebted consumer looking for ways to cut costs on everything from groceries, shopping needs and prescription drugs.

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Retail sales are down across the board for stores from Gap to Macy's and Target. And even Walmart is having a tough time in this environment. December sales were down 14% at Gap ,4% at Macy's, 4.1% at Target and up only 1.9% at Walmart.

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Best Buy's efforts in marketing to women customers to bridge the gap with stores such as Target that do a good job of targeting female customers.

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Banks with large amount of credit card data are in a better position to use that data to precisely target customers for digitally delivered coupons. This explains the acquisition by J.P. Morgan Chase of Bloomspot for $35 million. It also poses more risks for Groupon's model as shown by its shift from spa, restaurant, local merchants and other similiar retail stores to stores that sell winter coats directly to email subscribers.

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According to recent Center for Disease Control numbers, about two-thirds of American women are obese or overweight. Retail stores like Target are trying to appeal to women in the 14 plus sizes where demand is growing.