Originally posted at Fed Land.
We are anarchists first, everything else matters not nearly as much.
Are anarcho-capitalists and anarcho-communists capable of working together? That question was one that I recently heard on twitter, it struck a chord with me, because it was the very same question that lead me to distrust most anarchists because of their socialist or communist suffix. After all, was it not communism that murdered so many folks all around the world? I questioned my beliefs long ago, realizing that the system I praised and espoused also was responsible for the very depredations that lead me to anarchism in the first place.
Any practice, any belief and any person – when mixed with the state – becomes a perversion of itself. State capitalism is responsible for the BP disaster. As corporations that work hand & glove with the government (BP donated the most to the latest thief king) get away with destroying the environment because they barely complied with asinine rules established by the state. Without the state as final arbiter, there would not be a bare minimum to the safety protocols that an underwriter could demand. Without tax payer funded cleanup when the bare minimum is not enough and government sanctioned Limited Liability to save the oily hides of greedy investors from risk, there would not be folks lining up to scrap the very barrel for every last drop of profit without concern to the workers and environment that are constantly at risk. This example is a bit of an oversimplification, but it works to illustrate (in pastiche) how the state creates problems within any economic system.
None of that is relevant to anarchy. We move past the destructive nature of the state, we look at the history of communism in Russia, capitalism in the US and socialism in Europe and point out how the State ruined these ideas. Perverting them into forces of hierarchy, to the detriment of individual liberty. So we hyphenate our positions or work out new words to describe ourselves, to distance ourselves from the failed, barbaric, ancient and quaint notion of statism.
As anarchists, first and foremost we are declaring that we respect our fellow humans. It is understood that we cannot own another human and that voluntary cooperation is the only legitimate option. With that in place as our foundation, we can work out just any problem through civil means. The imbalance of authority that is created within capitalism via the employer/employee relationship is also alive within communism through the tyranny of the majority.
No matter what our favorite flavor of Anarchy is, we need to remember first premise that made anarchy so favorable in the first place. We need to constantly question all concentrations of wealth and power. If we do that, we can always work side by side preparing the gift of a free and clean planet for the next generation.
Walmart implements course correction in merchandising.(Walmart U.S.)
Mass Market Retailers December 13, 2010 BENTONVILLE, ARK. — IN 2005 Walmart began an ambitious effort to transform its merchandising function, a drive that involved changes of strategy, organization and processes. In 2008 it culminated in a massive assortment optimization effort coupled with Project Impact, a comprehensive store remodeling program designed to improve the customer experience. walmartpricematch.net walmart price match
The assortment optimization, or SKU-reduction, program, analyzed categories and items to determine their sales and profit contribution and their growth potential. It was intended to identify categories that were growing or declining, and reallocate space to growth categories.
As result, underperforming segments or product lines had both SKU counts and suppliers trimmed, sometimes drastically. Simultaneously, to build perception of Walmart price superiority and drive traffic and sales, massive waves of price rollbacks were launched.
At the same time that departments and categories were being reshaped, the stores were taking on a much-altered appearance through Project Impact. A major element of Project Impact was the idea of giving space back to customers.
Walmart traditionally has used the main cross aisle in front of the checkouts, which it calls Action Alley, for mass displays of products. Project Impact swept Action Alley clean of displays.
As recently as October 2009 executives pointed to successes resulting from both initiatives. In the juvenile bedding category, a declining segment, 27% of SKUs were slashed, resulting in a 5% increase in sales, a 12% jump in sales per linear foot and a 36% gain in profit per linear foot.
[ILLUSTRATION OMITTED] Similarly, Project Impact stores were showing sales increases of 1.25% to 1.5%, while customer experience scores were rising at twice the rate of the total store fleet.
But by early this year it had become apparent that not all customers and associates were happy with the results. The draconian elimination of SKUs and brands, which appeared to be accompanied by big increases in the shelf presence of Walmart’s private label goods, had alienated some customers, with unforeseen results.
The retailer found that customers who no longer found available products that were important to them often simply abandoned their entire shopping trip. Consequently, Walmart lost not only the sale of a single replacement item, but often an entire shopping trip.
[ILLUSTRATION OMITTED] By March Walmart had begun reversing some of the assortment changes, bringing back around 300 items that had been cut. The appointment in June of Bill Simon as president and chief executive officer of Walmart U.S. and the departure of John Fleming, who had been executive vice president of merchandising, marked a change in merchandising strategy and a reversal of much that had been done since 2008.
Simon initiated a three-phase project to change assortments, layouts and space allocation. The first phase, referred to as add-backs, involves identifying and restoring deleted items or brands that were still delivering profitable growth and driving customer traffic and sales.
[ILLUSTRATION OMITTED] As Simon pointed out during Walmart’s annual analysts conference in October, this phase alone involves analyzing literally billions of item combinations. Dry grocery and consumables are the first departments targeted, to be followed by dairy, deli, frozen food, pet supplies, hard lines and health and wellness. The final phase will focus on entertainment, home and apparel.
Phase two consists of identifying planogram changes that do not reflect how customers shop a category. One misstep that Simon described involved assorting products within a department by brand.
“We changed the layout from an intuitive customer’s shopping format–peas, carrots and corn–to a brand layout: Great Value, Del Monte, Green Giant,” Simon explained. “That’s not the way the customer shops.” The third phase will tackle what Simon calls “macro space issues,” where entire departments had their space drastically reduced. While he noted that shoppers generally are pleased with the appearance of and ease of shopping in the Project Impact stores, the SKU and space reductions did not always have the intended effect. web site walmart price match
“When you’ve reduced your assortment in certain categories by 20%, it’s not a shock that you see negative sales in that area, and we are,” he said.
In addition to these changes, Walmart has abandoned the intense rollback campaign to resume its traditional emphasis on everyday low prices–a strategy that focuses on the entire basket, not single items. “The rollback campaign did not do what we had hoped it would do,” he explained. “It did drive price perception. It did not drive sales or traffic.” Simon has also restored the product displays to Action Alley. “Action Alley is an important piece of who we are, because it tells the customer what we believe is important and it adds that element of excitement that says this is a Walmart store,” he said.
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