High market share and high profit share result from high activity share.

High activity is a sequence of related smaller activities aimed at positioning your store as the best in the areas you select. Strategic Positioning means performing different activities from rivals or performing similar activities in different ways. Differentiation arises from both the choice of activities and how they are performed. Activities, then, are the basic units of competitive advantage. Overall advantage or disadvantage results from all of a company’s activities, not only a few.

Everything, everywhere is in a constant flux of change. I like this quote from Bruce Barton, author, advertising executive and politician, “When you are through changing, you are through.”

Away back in 1970, I read Future Shock, a great book by Alvin Toffler. Future Shock was about change, and the affect that the accelerated rate of technological and social change had on society. From an historic perspective the speed of change from the beginning of the industrial revolution in the 18th century to the “super-industrial society” of the 1970′s was mind-boggling and it has only intensified thousands-fold since then.

Establishing a positive-price perception is critical in today’s economy. Duh! But the key is perception. You should only sacrifice gross dollars when the price point can significantly impact perception.

You don’t have to have the lowest prices on everything. You don’t have to be priced the same as your competitors. You must have your customers leave your store feeling like they received a value for their total shopping experience. This goes beyond shelf prices and integrates operations and retail execution.

Offering exceptional customer service is indeed a powerful way to differentiate your store in the marketplace. How do you distinguish yourself as a leader in service excellence?

Most retail businesses in America believe they offer good customer service, but in reality the opposite is probably more accurate. Why? With the daily demands of performing repetitive tasks in a highly productive environment, employees are often oblivious to customers and their needs. Customer service is typically given lip service by managers, who view training and developing employees to provide an exceptional customer experience as a low priority in a cost-controlling, low-margin industry. Ironically, it is just such an investment in employee training and development that can increase sales exponentially. While operational efficiencies are essential to superior corporate performance, they should not hinder the company’s ability to gain a customer service advantage.