“RENTABILIZACIÓN DE MARCAS EN TIENDA DEPARTAMENTAL RETAIL EN GUAYAQUIL PARA EL PERIODO 2015-2017”.

Abstract

After a change at the management level in the company, new decisions are taken that are more in line with the changes in the retail business in the world, these changes are beginning to be implemented in the most important departmental chain in the country, reflecting numbers not expected by the Directory. Through this case we seek to explain how certain decisions without sufficient knowledge of the market can mark a positive or negative trend within the work team which is reflected towards the final customer, causing possible losses or migration of the same whether between stores or towards the competition, as well as sound decisions that allow us to keep pace with the new way of buying a consumer, bringing at your feet the facilities of what in the outside world you can find without leaving your country. It is an important issue since it defines how a brand can change a perception of the customer towards the store, the care of the brands called "own brands" to which many tools and resources are assigned so that they can be positioned in the mind of our consumer and reflect the value with which they were conceived without confusing or losing identity, giving them the necessary priorities and taking care of the health of the brand, listening to our client through surveys and / or focus group to be able to offer that differentiation they are looking for . Likewise, the importance of a correct adjacency within a departmental store can be made known, how sensitive it is to take drastic changes on display with measurable results such as sales and profitability per m2 according to each brand, as well as the influence of the team of Marketing to create attractive 6 strategies of communication to the changes that at the time began to occur in the short and medium term. It seeks to define how a specific m2 (sales floor) should be profitable according to the product and brand that I have for sale, in which way we can make the best use of each space within a store to increase sales and profitability in an orderly manner and correct in turn increasing indexes such as inventory rotation and return on investment. To achieve this purpose, historical sales data per m2, profitability per m2, m2 per area / division of the departmental store cited with the results from 2015 to 2017, where measurable and questionable changes began more in line with the purpose of this case, maintaining the necessary confidentiality to be able to carry out the same.