One of the hottest retail segments right now is the outlet or off-price market. Nordstrom, Saks and Neiman Marcus are opening more “clearance” stores than full-line stores. Bloomingdale’s and Lord & Taylor have recently announced plans to open their own off-price formats. Hundreds of manufacturers’ outlet stores from Ralph Lauren to Coach to Nike can be found throughout the country.
As I have learned in recent conversations with everyone from neighbors to business reporters to industry analysts, very few customers realize that the vast majority of product in most of these stores is NOT manufacturers’ overstocks or unsold merchandise from the full-price retail stores, but is in fact produced specifically for these stores. I call this “faux clearance.”
Certainly these stores benefit from the impression that the reason you are getting such a great deal is that they had too much merchandise and had to mark it down to move it. Their promotional material trumpets 30%, 40% (up to 70%!!!!) off to reinforce that notion, when in fact in most cases that identical product has never been available anywhere at the “manufacturer’s suggested retail” or “compare at” price. Deceptive? You decide.
With the retail outlet segment exploding–and the dramatic growth of “flash-sales” sites like Gilt and Rue La La–the reality is that the percentage of directly made for the channel product will only continue to rise.
So if you buy my premise that most customers of these store and sites do not understand the origin of the product in these channels–and btw if anyone has seen good data on this send it my way–would knowing actually change their behavior?
My guess is no, and here’s why. The players that have been really successful in this market–one great example is Nordstrom Rack–understand that the core customer for these formats is a different customer than their full-line stores and have built the business model accordingly. This is why Nordstrom can build a Rack store across the street or down the way from their full-line store and still thrive. This is why we decided to accelerate the growth of our Last Call stores at Neiman Marcus and began work on a new concept.
The challenge going forward will be to consistently execute a compelling value proposition–and that means delivering an experience that complements the parent brand without diluting it and reliably offering great value in the product assortment. This latter factor is not so easy, particularly as the demands of this channel increase dramatically.
But ultimately if these formats offer compelling price value in their assortments and a great customer experience, why should the customer care exactly why the product is being offered for sale?