Revolutionary 100 Garden Centers trust non-family
members with powerful positions. To give a few examples, nearly 75 percent of revolutionary retailers gave the green goods manager position to a non-family member. Only 58 percent of other garden centers did. For a general manager position, the statistics were 43 and 29 percents respectively.
Revolutionary 100 retailers use consultants to improve business.
Although the two sides use an accountant equally, the non-revolutionary garden centers use other consultants less across the board. Seven percent of non-revolutionary garden centers use merchandising experts compared with 41 percent of the Revolutionary 100. Half of the Revolutionary 100 surveyed use a human resource advisor. Seven percent of non-revolutionary retailers did the same.
Revolutionary 100 Garden Centers cut expenses mindfully.
These garden centers used their number one means of improving profit (trimming expenses) to affect their number one way of improving cost savings (better inventory management). By switching poor-performing plants for more sellable options, negotiating better deals with the banks and controlling Just-In-Time deliveries, the Revolutionary 100 slashed their expenses.
Revolutionary 100 retailers are risk-taskers.
Even in a less-than-great economy, Revolutionary 100 Garden Centers upped their marketing, broadened their product offerings and expanded their facilities to snag more of the market share.
To download the full whitepaper, go to:TodaysGardenCenter.com/March2012