segunda-feira, 31 de outubro de 2011

Atender bem deveria ser prioridade de qualquer marca. Afinal, qual diferencial é mais inimitável que atendimento? Orce atendimento.

Ao invés de ficar apavorado porque o atendimento da sua marca vive sendo criticado, orce um projeto de atendimento. Existe pelo menos uma empresa que pode ajudar sua marca a ser referência no mercado: a Ponto de Referência.

O projeto começa onde deveria começar: na direção da empresa.

Ele se chama Movimento GAS. Gestão de Atendimento e Serviços. Para todos que trabalham com a marca Gostarem de Atender e Servir.

Ele inverte as prioridades da empresa. De foco no que a direção pensa para foco do cliente.

Mesmo!

De...

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Para...

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Só isso já muda o rumo das coisas e faz todo mundo entender que o Cliente é o cara que dá lucro e, portanto, deve ser o foco.

Projetos de atendimento, ao contrário do que muitos pensam dá muito lucro.

Afinal, quem atende melhor, vende +, pra + clientes, por + tempo, com + margem.

Se você pelo menos pensa em começar, fale com a gente.

Até amanhã, que é dia de finados. Quem sabe você ressuscita a vocação de atender da sua marca?

abraço

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Justiça com a Accor: atendimento do Novotel Center Norte maravilhoso. Parabéns ao gerente!

Enviado das nuvens

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Taí a letra do samba. Maravilhosa. Em 2012 o SCN vai ser o melhor atendimento do Brasil.

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Enviado das nuvens

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Galera do Shopping Center Norte cantando o samba do atendimento nofechamento do projeto em 2011. 2012 tem mais.

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Enviado das nuvens

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Depois da Copa e da Olimpíada, milhões de turistas vêm experimentar o melhor atendimento do mundo: o brasileiro! Não duvide. Participe!


E milhares de empresários vieram ao Brasil buscar ideias para implantar nos seus negócios...


Como foi isso?


Tudo começou assim...


Todo dia, 190.732.694 brasileiros falam mal do atendimento no Brasil. 6 milhões de empresas deveriam batalhar para mudar atendimento e nem todas batalham...


Por que isso? Simples, as prioridades das marcas migraram para indicadores que garantissem controle.


O agente de atendimento precisa de ajuda, capacitação e reconhecimento...


Para isso nasceu um projeto que ajudará o Brasil a ter o melhor atendimento do mundo:


Movimento Brasil Atende...


Amanhã mais um capítulo...


Se você quiser participar ou saber tudo de uma vez, clique aqui e mande um email pra gente:


movimentobrasilatende@pdr.com.br




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terça-feira, 25 de outubro de 2011

Pra quem tem dúvida se Deus ajuda quem cedo madruga. Rio 6 da manhã.

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Enviado das nuvens

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A briga de cosméticos no Brasil: Sephora abre sua primeira loja no Iguatemi da Juscelino

Quanto mais eu releio o Peter Drucker mais percebo o quanto os fundamentos dele me influenciaram. Na veia.

Muitos deles ainda são fresquinhos.

Não implementados. Pendências.

Louco demais, o cara falava de coisas há 50 anos que ainda não foram implementadas pelas empresas do século seguinte.

O Jim Collins ressuscitou um conceito do Peter que é deixar de fazer coisas em que você não seja bom.

Muito maravilhoso.

As pessoas ficam tentando melhorar no que não são boas e esquecem de aperfeiçoar o que elas fazem muito bem.

Ninguém é contratado ou tem sucesso porque corrigiu coisas que não faziam bem.

Elas são reconhecidas e sua reputação existe pelas coisas que elas fazem muito bem e cada vez melhor.

O Peter Drucker foi o maior influenciador das comunidades do século XX, as empresas.

E a academia não deu a ele o crédito que ele merecia.

Meu escrevo tudo sobre ele de joelho. Agradecendo.

Muuuuuuuuito mais do que ao Steve Jobs.

Obrigado demais Pedrão.

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Reunião super animada na sala vip da American em Congonhas... muito agito...

Itaucard Platinum - sala Vip "feita pra você" e, de repente, tapumes para receber o cliente com uma mensagem tosca... feita pra nós...

Como pode alguém dar e tirar assim para os “supostos” clientes vips?

Irresponsabilidade total.

Se houvesse a dúvida da continuidade seria muito melhor nunca tê-la construído.

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sábado, 22 de outubro de 2011

Site do arquiteto das lojas da Apple. Vale a pena ver. Bohlin Cywinski Jackson

Ainda sobre o Steve. Mais sobre ele no varejo... Steve Jobs, a Genius of Store Design, Too

Relacionamento não é aquela coisa colorida onde tudo se encaixa perfeitamente. O nome disso é Lego -> Fernando Coelho me mandou.

Nem o Wal-Mart consegue manter preços baixos todo dia sem cortar o osso. Wal-Mart Cuts Some Health Care Benefits

quinta-feira, 13 de outubro de 2011

O bom senso impera! Conar arquiva denúncia contra propaganda da Hope

Na Fundação Dom Cabral para falar de marketing pessoal. O campus daqui é exuberante.

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Enviado por Samsung Galaxy ll S

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Não se sinta sozinho... 84% das marcas globais têm marketing social pobre

Inflação TAM 50%: valor do assento conforto de 20 para 30 reais. Com um serviço pior que da Gol.

Outdoor interno?!?! da Aqualung. Sustentabilidade na veia. Sem ser chato.

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Enviado por Samsung Galaxy ll S

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quarta-feira, 12 de outubro de 2011

A hierarquia das necessidades do Cliente e o que marcas competentes têm que fazer...

Muito linda a nova loja da Via Mia no Barra Shopping

Posicionamento maravilhoso. 

A cara da Via Mia.

Com a Soul da Mia.

Parabéns. 


Enviado por Samsung Galaxy ll S

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Aproveite o clima do dia das crianças e elogie alguém. Clique já

Dia das crianças na Mondo Sommerso do BarraShopping. Galera!

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Enviado por Samsung Galaxy ll S

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O fim do couvert compulsório é um ato de marketing democrático

Pra quem, apesar de tudo, tem orgulho de ser brasileiro. Contribuição do Philip Van Ess ®KEEP WALKING, BRAZIL

Acabou de subir um vídeo novo no portal MBA60segundos. 'Esteja presente no seu negócio' aproveite...

domingo, 9 de outubro de 2011

Mais uma... Leaving behind democratised retail legacy | VM-and-Design | Retail-Store-Operations

Ninguém fala muito disso mas é a mais importante para quem é de varejo: Jobs no varejo. O melhor! Contribuição da Simone Raskin.

Steve Jobs' lasting legacy for retail

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Reflecting on his life and Apple's humble beginnings while delivering a commencement address in front of Stanford University 2005 graduates, Steve Jobs commented, "You can't connect the dots looking forward...[but]...Believing that the dots will connect down the road will give you the confidence to follow your heart even when it leads you off the well-worn path and that will make all the difference."

Steve believed in a future he envisioned for others (not selfishly for himself) and worked tirelessly toward it. His own steadfast focus on realizing that vision energized tens of thousands of people, transforming work into passion for many.

As Steve Jobs passes from living legend to historical figure, he will be remembered as a successful businessman for co-founding Apple, NeXT and Pixar. Oh, and for rekindling Apple at its lowest point, then leading it to unprecedented success. As more time passes, he will be seen as an inventor next to Bell, Ford and Edison. Eventually, in my opinion, he will be most remembered as a connector of people and as a transformer of industries (tech, entertainment, communications and retail). His ideas introduced new ways of interacting with each other that now work anywhere on the planet.

Jobs' vision and Apple's execution have had a transformative effect on the retail industry, both in-store and online, in an industry the company entered fewer than 10 years ago.

When Apple introduced The Apple Store, pundits predicted the demise of the effort and even the company. Now, 300+ locations and more than a dozen countries later, this consumer experience company boasts the highest sales volume of any retailer, approaching $6,000/SF or €420/m2.

The success of the Apple Store venture proves Steve's management philosophy that all the details are important, even if they are not under direct control. Apple's ability to successfully coordinate products, people, technology and services through purposeful and singular experience design is unprecedented—and worth emulating.

I believe success is largely rooted in Steve's design philosophy. His vision was a blend of business and the arts. By emphasizing emotion and aesthetics, Jobs placed value on customers' enjoyment of using Apple's products and services. He made sure the engineers, designers and sales associates in the stores did too. He wanted, I believe, a good experience designed into every product, every place, and into everyone.

One of his values was simplicity evidenced by his continued focus on making design lines cleaner, weights lighter, instruction manuals shorter, products more capable and easier at the same time, and by holding price points on products through their maturation. Steve made retail easier for customers as part of his grand design. His examples are an unexpected gift to our industry.

Apple never retailed Apple products, they Apple-ized retail.

Jobs' appreciation for the arts and Apple's design-based way of thinking helped us all see how a better experience creates a better bottom line. For example:

  • Better experience: By giving customers the opportunity to schedule shopping, repair, Genius Bar, or training times, Apple's customers get the uninterrupted time and attention they crave. Better bottom-line: Apple can accurately predict staffing needs so the company spends less on labor per sales dollar generated.
  • Better experience: By using roving (handheld) registers, customers waste less time in lines, don't have to fumble with receipts, and get to deal with one t-shirted Apple rep from start to finish. Better bottom-line: Apple increases its capacity in number of shoppers/hour and sales/hour while getting to know its customers and their needs better.
  • Better experience: By placing electronic catalogs with a 'help me' button next to every product in the store customers are able to know more, learn more, and become better shoppers and users. Better bottom-line: Apple can direct knowledgeable resources to the customer when and where they need it.
  • Better experience: By giving customers free services (storage, email, syncing, remote phone/tablet erasing, learning and support) customers became more confident and used their products even more. Better bottom-line: Apple's super users are less expensive to support and double as brand ambassadors.

These are just some of the patterns Jobs' thinking gave to retail. He knew, intuitively, that design gives everyone more of what they want.

In Steve's honor, consider, as retailers, what you can do for your customers. Think about how you can push the boundaries of what's possible—even when they are not in your domain. And remember, as Steve often said in his speeches, that [paraphrase] making more great products isn't as important as making more great experiences.

Steve Jobs has stopped living but his impact on retail will live on.

Author Mike Wittenstein is retail experience designer at Storyminers. Photo of Jobs at Stanford in 2005 by Keng Susumpow.

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sexta-feira, 7 de outubro de 2011

Center Norte reabre.

Já tinha dito mas o Center Norte é um empreendimento que merece nosso apoio...



Como é de conhecimento os últimos dias não foram fáceis para nós, e as últimas horas ainda mais difíceis. Acreditamos, no entanto, que é justamente nos momentos de crise que identificamos grandes oportunidades de agir e aprender. E isso não é possível sem a união de forças. Este e-mail tem o objetivo de convocá-la para se juntar ao Center Norte num grande coro que não apenas esclareça a opinião pública do que está efetivamente acontecendo, mas faça com que todos os envolvidos neste episódio entendam que a suspensão do funcionamento de nossas atividades comerciais está afetando muitas pessoas, inclusive e principalmente aqueles que apostam neste grande sonho que começou há 27 anos.



Como você já sabe, aceleramos os trabalhos para instalação de todos os sistemas de exaustão do metano existente abaixo do solo do shopping, conforme acordado no Termo de Ajustamento de Conduta assinado na semana passada com o Ministério Público na presença da CETESB. Já foram instalados 11 drenos, integrados a dez máquinas a vácuo, em áreas estratégicas do empreendimento. São dois a mais do que o apontado no TAC. Alem disso, estamos cumprindo as outras exigências acordadas, como o monitoramento diário das áreas do empreendimento, que começou em 2009. Deste modo, a segurança do shopping está garantida para todos os frequentadores, lojistas e funcionários, atendendo as solicitações para que seja reaberto.



Estas informações, que são de conhecimento da imprensa, nem sempre são utilizadas e acabam entrando em confronto com a opinião de interlocutores que sequer tem condições técnicas de avaliar o caso. Por isso, é extremamente importante que cada um utilize as informações corretas e as multiplique entre amigos, familiares, parceiros e lojistas. Num momento de comoção pública, todos podem ser ouvidos pela imprensa e, mais que a opinião pessoal e emocional de todos, precisamos distinguir o que é fato do que é especulação e boato.  Certos de contar com a sua ajuda, esperamos que voltemos a funcionar o mais breve possível, recuperando não só os danos financeiros, mas também a nossa imagem.



Um abraço,



Ricardo Afonso

Grupo Center Norte



Canais de comunicação Center Norte:
Twitter: www.twitter.com/centernorte_


Site: www.centernorte.com.br

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quarta-feira, 5 de outubro de 2011

Um gênio se curva para outro Bill Gates diz que sentirá falta de Steve Jobs imensamente


'O mundo raramente vê alguém com o impacto profundo de Steve', disse.
Jobs morreu nesta quarta-feira, ao lado de seus familiares.

Da Reuters


O cofundador da Microsoft Bill Gates afirmou em nota que "sentirá imensamente a falta deSteve" Jobs, ex-CEO e cofundador da Apple que morreu nesta quarta-feira.

Gates disse que "o mundo raramente vê alguém que tenha o impacto profundo que Steve teve" e que 'foi uma grande honra" trabalhar com ele.

Veja a íntegra da nota:

"Estou verdadeiramente entristecido ao saber da morte de Steve Jobs. Melinda e eu estendemos nossas sinceras condolências a seus familiares e amigos, e a todos os que foram tocados por Steve por meio de seu trabalho.

Steve e eu nos conhecemos inicialmente há quase 30 anos, e fomos colegas, competidores e amigos ao longo de mais da metade de nossas vidas.

O mundo raramente vê alguém que tenha o impacto profundo que Steve teve, os efeitos disso serão sentidos por muitas gerações.

Para aqueles entre nós que tiveram a sorte de trabalhar com ele, foi uma honra muito grande. Sentirei falta de Steve imensamente."

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Pra quem não acha - ainda - que atendimento aumenta muito a margem do seu negócio e vende mais...

Se em 2010, 6 de cada 10 americanos disseram que gastariam 9% a mais num produto de uma companhia que tivesse um ótimo atendimento, hoje em dia 7 de cada 10 pessoas gastariam 13% a mais num ótimo serviço.

Isso aponta que o atendimento é algo cada vez mais valorizado!

E apesar disso, ainda tem muita empresa que não se deu conta disso, ou simplesmente não se importa.

60% das pessoas acreditam que as empresas não aumentaram o foco num bom atendimento, 5% a mais desde 2010. Dentro desse mesmo pessoal, 26% acreditam ainda que as empresas estão dando menos atenção ao serviço prestado.

Esses dados são baseados numa pesquisa da American Express Global Customer Service Barometer, conduzida nos EUA e em outros 9 países explorando as atitudes e preferências sobre atendimento.

Cada vez mais dados mostrando como o atendimento pode levantar ou quebrar uma marca.

Vale a pena ler todo o artigo!

http://www.retailcustomerexperience.com/article/183007/Survey-Twice-as-many-people-tell-others-about-bad-service-than-good

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Sobre o Center Norte

Quem conhece quem cuida do Center Norte sabe da responsabilidade e carinho pelo empreendimento que esse pessoal tem.

Tudo vai se resolver já já.

A gente acredita nisso.

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O site da Apple - luto branco

Acabou uma era do mundo. Jobs morreu. Tô de luto.

Impressão solar | Merece ou não o Elogios do Dia!

O Rock in Rio prova que é possível fazer coisas maravilhosas no Rio.

A natureza "gente boa"do brasileiro nos faz potencialmente grandes prestadores de serviços e atendimento. Esse vai ser o grande diferencial dos eventos da década. 
Brasileiro atendendo visitante de um jeito que ele nunca foi atendido. 
Bem demais. 
O Movimento Brasil Atende vai ajudar muito nisso. 

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terça-feira, 4 de outubro de 2011

Que pena. Novo iPhone 4S ganha chip e internet mais rápidos, mas não muda por fora

J.C. Penney construindo um dream team de liderança - ex-Apple, ex-Target. Será que agora vai?

http://online.wsj.com/article/SB10001424052970204524604576608851276736670.html?mod=dist_smartbrief

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Target's Chief Marketing Officer, Michael Francis, Leaves for J.C. Penney

By DANA MATTIOLI And ANN ZIMMERMAN

When it comes to recruiting, J.C. Penney Co. has an eye on Target Corp.

The department-store chain has hired the discounter's chief marketing officer, Michael Francis, to work alongside its incoming chief executive and one-time Target executive Ron Johnson.

Mr. Johnson gained fame as the executive behind Apple Inc.'s retail stores. But the move to bring in another top Target executive underscores that it may be Mr. Johnson's time as vice president of merchandising at the discounter, with its broad product assortment and heavy use of exclusive designer lines, that offers the best hint of his plans for Penney.

Mr. Francis, 48 years old, headed Target's advertising and marketing team for more than a decade and is credited with amplifying the retailer's fun and hip image. He joins Penney as its president and at a time that the retailer is trying to update its own image and appeal to younger consumers.

He will be responsible for all marketing, planning and allocation, product development, and sourcing at the retailer, J.C. Penney said. Mr. Francis has the vision "to reimagine the department store experience," Mr. Johnson said in a release.

Mr. Francis and Mr. Johnson's careers at Target overlapped for 15 years, but the two didn't work directly with one another, a J.C. Penney spokeswoman said. Nevertheless, "they developed a mutual respect for one another," and have kept in touch over the years, she said.

Mr. Johnson will succeed Myron "Mike" Ullman as J.C. Penney's chief executive on Nov. 1. Securing such a high-ranking Apple executive was a coup for Penney, but Apple's retail model of showing off a few, expensive offerings isn't particularly relevant to a department store carrying thousands of items.

Target's breadth of products, from apparel to electronics and grocery, more clearly resembles the expanse of offerings at the department store and present similar challenges of getting the right mix of style and price.

Mr. Johnson brought in a line of household items designed by architect Michael Graves that helped give Target a reputation for style.

"We expected this to be Ron Johnson's playbook, to bolster his team with what he knows," said Adrianne Shapira, retail analyst at Goldman Sachs. "It is encouraging this guy is moving fast, that he has great relationships he can tap and are eager to work with him in his new home."

Penney has followed a similar strategy of using exclusive lines from well-known designers to attract shoppers. Its Sephora and Mango stores within its department stores have been a major growth initiative. It also created lines with celebrities and designers such as Mary Kate & Ashley Olsen, Charlotte Ronson and Nicole Miller. Penney's second-quarter sales declined, but new initiatives saw double-digit growth.

Mr. Johnson's move to Penney was sparked in part by hedge-fund manager William Ackman, who won a seat on the department store chain's board after buying a big slug of its stock. The investor, who has a track record of agitating for change at the companies where he takes stakes, took on Target in a failed fight to get the retailer to spin off its land.

Mr. Francis's departure comes as Target is entering the crucial holiday season, which accounts for a good share of retailers' annual sales. Target hasn't yet chosen someone to succeed the executive.

"He played an important role at the company, and we will be taking a thoughtful approach in finding his successor," said Susan Kahn, vice president of Target's investor relations.

Target was swamped last month with demand for a low-end line from the Missoni design house of Italy. The line of clothing and housewares sold out within an hour, and the website crashed amid the activity.

Prior to the launch of the Missoni line, Mr. Francis was quoted in The Wall Street Journal as saying, "If we don't come up with some new idea that makes our palms sweaty when we present it to the senior executive team for approval, we're not doing our jobs right."

"Michael was well respected and an important member of Target's senior executive ranks, so his departure is clearly a loss for Target," said Colin McGranahan, retail analyst at Sanford C. Bernstein. "That said, Target has a broad and deep bench of management and many talented executives."

Write to Dana Mattioli at dana.mattioli@wsj.com and Ann Zimmerman at ann.zimmerman@wsj.com

§

By ANN ZIMMERMAN

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Reuters

Retailers and manufacturers are figuring out how to appeal to the new 'forever frugal' consumers—rather than pin too much hope on economic rebound.

Retailers are coming to terms with a new reality: the consumer who traded down during the recession and never came back.

Buffeted by high unemployment, heavy debt loads, falling home values and high food and gas prices, these shoppers have been whipped into a permanent state of consumer caution. They buy only what they need, avoid premium labels, clip coupons and scour sales.

Wal-Mart Stores Inc. Chief Executive Mike Duke told analysts in a recent conference call that paycheck-cycle shopping is more pronounced than ever, with shoppers stocking up shortly after getting paid, then moving to smaller product sizes toward the end of the month when they run short of money.

"Consumers are fragile, fatigued and fed up," said Chris Christopher, senior economist at IHS. Global Insight, citing wage stagnation, food inflation and high gas prices.

Retailers and manufacturers are figuring out how to appeal to these new "forever frugal" consumers—rather than pin too much hope on economic rebound. Some are waiting longer to pass on higher costs, whether for food or cotton. Coca-Cola Co. and other companies have added new packages at small sizes and lower price tags. Some retailers are holding the line on hiring, even as they head into their busiest season of the year. Many stores are expanding their selection of cheaper private-label products and some are offering credit cards with across-the-board discounts. Layaway has made a comeback.

Heading into the holidays, retailers are in a bind. Many of them placed their orders back in early spring when the stock market was rising and the economy appeared to still be rebounding. But lackluster back-to-school sales signal that the holidays aren't likely to be free-spending for many shoppers. Now retailers are worried they will have too much merchandise.

Eight of the 16 large retail chains that retail analyst Ed Yruma covers for KeyBanc Capital Markets said their inventories had risen faster than sales when they reported second-quarter profit results in August.

It is an ominous sign indicating that chain stores' profit margins will be squeezed if they have to resort to bigger than planned discounts to move merchandise.

Echoing the sentiments of many other retailers, Jonathan Ramsden, chief financial officer of teen retailer Abercrombie & Fitch Co., told Wall Street analysts in a conference call in August that his company is increasingly concerned about "the potential double-dip recession...that has increased in terms of the likelihood over the last few months."

Apparel stores face a double whammy. Many had hoped to raise prices this fall to recoup the cost of cotton, which soared last year and hit historic highs in March before a recent pullback.

Now they worry that strapped consumers will resist price increases. If purchases stall, retailers will have to resort to cutting prices instead.

"The only lever the retailers have is discounting," said Mr. Yruma. "Clothing isn't like fine wine; it doesn't get better with age."

Mr. Yruma expects retailers to offer the sort of promotions that will preserve as much profit margin as possible. For example, instead of slashing prices, he says, stores will try more "buy one, get half-off a second item" promotions.

Wal-Mart is courting shoppers with a return to a Depression-era strategy: layaway.

Bloomberg News

Discount stores, such as Family Dollar, above, have drawn a lot of new customers over the past several years.

Increasingly strapped Wal-Mart customers, 20% of whom don't even have bank accounts, demanded that Wal-Mart bring back layaway, which it canceled in 2005. The world's biggest retailer—which has seen two years' worth of declines in comparable-store sales—finally acquiesced in time for this Christmas.

Other stores such as Sears Holdings Corp. and Toys "R" Us Inc. brought back the layaway plans during the recession and reported a sales boost.

Target has a different weapon to snare a bigger share of pocketbooks. About a year ago, Target began rolling out a credit and debit card that offers a 5% discount on all purchases. The card effectively makes Target's prices equivalent or less than its competitors, Target Chief Executive Greg Steinhafel said in a recent interview with the Wall Street Journal. Shoppers who use the card increase their spending about 50% each visit, he added. In the spring, Lowe's Corp. began offering a similar 5%-off branded credit card.

Target attracts a more affluent customer than Wal-Mart. Households with income of $75,000 or more have largely resumed their pre-recession shopping patterns at Target. But the families making $50,000 to $75,000 are stressed, Mr. Steinhafel says, as they try to keep up with food and gas prices, health insurance premiums and stagnant wages.

"They are trading down, consolidating shopping trips to save on gas and generally not spending a lot on discretionary purchases," Mr. Steinhafel said.

Target is in a better position to cater to that stressed consumer than it was during the recession. About two years ago, it began adding fresh grocery and expanded dairy and frozen food in its discount stores, making its stores more of a one-stop destination. By the end of the year 1,500 of the chain's 1,800 stores will house the new format.

Dollar stores sales boomed during the recession and moderated only somewhat as the economy appeared to improve. Now, renewed pressure on consumers are lifting their sales again. Dollar General Corp. raised its full-year sales guidance to between 4% and 6% from 3% to 5% when it reported second quarter earnings in late August.

Rick Dreiling, chief executive officer of Dollar General, says the economic climate has bred two new types of dollar-store customers. One group, squeezed by high gas and food prices, is trading down to Dollar General, finding its prices on brand-name goods cheaper than rivals.

With these customers in mind, Dollar General sells smaller package sizes, so the outlay is smaller, a big selling point especially for shoppers who run out of money at the end of the month.

The second group of customers is what Mr. Dreiling calls "the trade-ins," people who can afford to shop elsewhere, but choose to go to the dollar stores. "They are the new consumer, who exercises frugality and smart shopping," Mr. Dreiling said in a conference call with analysts.

Dollar General has slowly passed along higher foods prices to customers and has backed off of some price increases if sales suffered. The company has seen strong response to a new category of private-label health and beauty products it introduced early this year under the brand name Rexall, which was once a pharmacy chain.

Looking forward, Mr. Dreiling said, "We see more of the same—customers who are continuing to struggle."

Write to Ann Zimmerman at ann.zimmerman@wsj.com

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Pra quem quer ter uma marca referência em atendimento - Movimento GAS: Gestão de Atendimento e Serviços