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The Seven Deadly Sins of Retailing
Most businesses that fail do so because of their owners’ “sins.” Usually it’s not for lack of hard work. On the contrary, most store owners put in long hours. The problem is that owners don’t succeed for working hard; they succeed because they produce results, plan ahead and optimize their resources.

Other dream store Related Articles

A Dream Come True, Again and Again
Do you have a dream? This article focuses on the importance of having multiple dreams. When one is in the process of being fulfilled, that's the time to dream another dream. And another.
Lesson #3: Put Yourself in Your Customers’ Shoes
Hindsight is 20/20. Looking back on the success – or lack thereof – of his first Subway store, DeLuca acknowledges that his biggest mistake was its “crummy location. In February, the store was doing so bad that we were thinking of closing up.” But together with his partner, Buck, the pair decided to try something even more eccentric: they decided to open up a second store. “We talked ourselves into building the second store,” says DeLuca.

Productivity
I worked in a grocery store as a youngster. The Depression was on, inventories were limited and merchants frequently ran out of stock items. As a result, the merchants would borrow from each other until their next shipment came in. I was the "runner" for our store and Charlie Scott was the "runner" for the store across the street.

The Secret to Living Your Dreams: Five Techniques to Living Your Dreams!
How many times in our lives have we said the following? If I had more time, I would have acted on my dream of... If I didn’t need this job, I would have pursued my dream of... If only I had (you fill in the blank) ten years ago, I would have achieved my dream of... I am sure you can add a dozen more "If I" dream statements. There are people going through life everyday working at jobs they hate, in situations they tolerate, and living a life that they disown because they settled for an "If I" mindset.
Smart Women Dare To Dream
This article is about how women need to focus on the dream that they really want in life. Not someone else’s dream but their very own passionate, purposeful dream. Many times, we think that a dream is just that: something that is not attainable. If you really want your dreams to come true, you must become intentional and focused on the dream. Visualize and see it happening. Take steps to put a plan into to action to achieve it.

Lesson #4: Know Your Opportunities - and Your Limits
Entrepreneurship begins with a dream, and it means having the courage to follow through on that dream. But the danger that lurks for ambitious entrepreneurs is in not knowing how far to take that dream, and when it is time to call it quits.

Following the Leader Who Follows the Leaders
It started out -- as most things do in the PC/CE/communications industry -- as a "little" idea...an application store on a corner of the virtual cloud world. Suddenly you can't make your way around the web without bumping into another one. No one at Apple will say but people speculate the company has racked up $45 million with their virtual store front. Now new smartphones are coming out, every app store offers something.

No Need To Downsize The American Dream
Personally, I don’t need to watch TV to hear bad news. So, much for the American dream. I hear enough at the grocery store where everyone is talking about all of today’s gloom and doom. It’s everywhere.
Sometimes the Emotion doesn't fit the Desire
Sometimes for the client the initial dream is not exactly what they are motivated to pursue but because you force them to think about what it would be like to fulfill that dream emotions are demonstrated that relate to other things that are important to them besides this particular dream that they initially voiced in the coaching conversation.
Organization Structure Limits or Liberates High Performance
The CEO of a national retailer was very frustrated. His face grew noticeably redder as he told me how he had set up each store as a profit center and was attempting to hold store managers and their regional managers accountable for profitability. But when a store under performed the store manager would show that head office buyers were forcing them into stocking the wrong merchandise for their particular mix of customers. Or they would claim that the marketers hadn't put together the right campaign for their local market.

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