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Bob owns a sporting goods retailer that operates a regional chain of sports superstores. He's doing well, but wants to make sure he's not leaving any openings or weaknesses that a potential competitor might take advantage of. Bob would like to take a look at his existing customer base to ensure he's providing good service to his best customers, the core of his business. Bob orders a location profile of his top customers -- those spending $1000 or more per year. Much of what he sees in the results does not surprise him, but he is surprised to note that his map of stores, customers, and coverage radii shows that a substantial number of good customers live on the edge of what Bob had thought to be his stores' market area. |
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Bob makes further use of location analysis to check out the under-served area. He finds that many of his customers in the area order via his mail-order division, rather than shopping in his stores directly. He also knows that the area is not served by any of his major competitors at present, but that he would be in danger of losing these good customers if someone did move into the area. Seeing that the incomes and demographics of the area compare well to some of his best stores, Bob makes the decision to go into the area with a new store. Location-based information on stores, customers, and markets helps Bob to find a market opportunity that he might not have otherwise seen. Location analysis gives Bob a means of quickly and efficiently evaluating how well his stores are serving the existing market, and finding the best new market opportunities for future growth. Use of location analysis helps Bob to feel confident that his stores are positioned well to sell to his existing client base, and fend off potential competition that might be looking for a foothold in the area. |
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