Costco is just starting to establish itself here in Australia. There is currently one store in my city (Melbourne). I personally know people who travel 40+km to shop there so they are doing something right. I understand that more "local" stores will be opening soon.
I'm not sure how the focus on pay & conditions translates across the pacific however; our national minimum wage for casual workers is already AU$20.34 (US$18.54) and we have universal healthcare. So I'm guessing the relative benefits of working for Costco are lower as compared to in the USA.
I was studying business in Australia when Aldi came in and had a tutor who was a little obsessed with them.
Most supermarkets (Coles, Woolworths/Safeway) employed a lot of cheap, casual or part time, high turnover staff. Award rates (Australia complicated alternative to minimum wages) are lower for younger employees (up to 21 yrs) so they employed a lot of high schoolers. The jobs were very narrow. Checkout chicks don't leave the counter. When no one is waiting, they need to pretend to be cleaning their workstations.
Aldi paid slightly above award. They preferred to hire adults. They preferred to hire for the long term. They had raises & advancement opportunities. They kept costs down by with efficiency instead of low wages. Intelligent efficiency with brains in use at all levels. Employees are far more independent. If there are long queues, they open another counter. If not, the stock shelve. If they have time, they take stock counts or do something else. The job satisfaction is way way higher.
The upshot of all this is that they can run stores with far fewer employees. A lot of other things go into this (store layouts, fewer product choices, display-in-bulk packaging), but better treated, more empowered employees is a big one. Hourly rates is just a part of the picture.
I grew up in Anchorage, Alaska, and its not uncommon for people who live in remote areas of the state to travel hundreds of miles to go to Costco. Mind you, they don't exactly have a local grocery store for the most part, but its interesting how widespread that usage pattern is.
Ha! Only 40km? I know many people who drive ~300km to get to a Costco. Hell, several people I know refuse to move to a city without easy access to Costco -- even if it means not taking a promotion. That's some serious store loyalty there. I love Costco, but not that much!
Costco is also interesting due to subtle non-uniformity between stores and a steadily changing product line-up. I'm lucky to live in an area where I'm an easy drive to 3 Costcos within 10-15 minutes and 2 more within 25-30 minutes from my home and they all have subtly different products.
We'll find some item that we like there only for it to be completely gone 3 months later and never to return. While at another local Costco they have palettes full of it. 3 months after that the product will disappear from all Costcos and a different, but better one will show up everywhere. Things like Wine selection will also differ quite a bit from store to store.
That or there will be sudden changes to the packaging of staple items in the store for no real reason. Milk, for example, seems to get a packaging overhaul every year or so.
Either way, even with limited choice, over time the number of products you might buy at a Costco turns out to be quite a few.
Other retailers, on the other hand, are surprisingly more uniform in their product selection. The half dozen Targets in my area offer more or less the same products and fit it all within 1 or 2 master floor layouts.
Those packaging overhauls are evil, even from a suppliers perspective. However, they're almost never for no reason, as they're very expensive for a supplier to do.
Club packaging requirements are very particular to how they sell, in large bulk packs directly off pallets or steel racks. Usually the packaging is completely custom to the club, from the product packaging itself to the pallet packing. And no club wants the same as another (if they even stock the same product). This leads to new packaging having all kinds of unforeseen problems that slip through testing; from shifting in transit when using certain trucks, pallet crushing due to stack design, stretch wrap ripping for some reason, sub-optimal presentation when the pallet is thrown on the floor for sale, etc.
The package refresh itself will take the supplier ~6-12 months (unless it's a critical deficiency in the packaging), so even if the problems present themselves immediately you're looking at a "yearly" overhaul. And then the cycle repeats itself, when new bugs are introduced (you just can't test for everything that's gonna hit at Club scale sales).
Standard retailers use the same basic packaging styles, even if slightly customized for that client, so most of the 'gotchas' with those have been rooted out and accounted for, so refreshes are much less frequent.
Edit: Unless you were talking about simple label changes. In which case you are correct in there being no real reason beyond the marketing department trying to keep itself employed. Supply chain departments hate it due to the headaches and costs associated with switching over (and writing off unused labels/packaging).
I have heard that Costco is brutal with their suppliers and has no compunction about dropping products if they can't get them at a price that makes sense, given the limited number of SKUs they're prepared to stock. Their customers are now more or less trained to expect this, but I think it's a definite weakness in their model. If Amazon can reliably provide me with my "favorite" detergent, I'm likely to forgive a few dollars a year in added cost.
Wine selection is probably a little easier to explain, given the bizarre maze of the three tier system. Thank god for the 21st Amendment, but the way states handle alcohol distribution makes me thankful for an expansive reading of the Commerce Clause.
I discovered this when going to a Target in Seattle after two decades of going to Targets in Virginia, and was pleasantly surprised when I could more or less find everything easily.
It's, in a way, a similar value proposition as Starbucks/McDonald's: you trade quality for consistency. The fact that Aisle 17 is for dishwashing and cleaning supplies becomes a core principle of your company.
Another company that treats its employees very well and enjoys similar success (though as it's privately held, it's not as easy to analyze) is Trader Joe's.
I remember investors getting mad at the CEO for paying his employees too much, that had me confused as a 12 year old amatuer stock picker. Great company, my friends work there and they love it
The implication that Walmart and Target executives have a worse idea about what's best for their business model than someone who reads an article about CostCo is hilariously disingenuous.
Are you talking about Costco? I like Costco, but they have so few people out on the warehouse floor, and those that are there dress like civilians so it's hard to find them. My takeaway is that there is zero customer service, aside from the cashier. Everywhere else I am on my own.
If only I could get back a fraction of the time I've spent searching for products that they moved from one aisle to another.
I'm not sure that formula works as well for retailers like Wal-Mart. The nature of wholesale operations is less labor intensive, and the value of wholesale labor can increase greatly with more experience and knowledge like you're talking about. Compare that to Wal-Mart - 10 years of experience isn't likely to make you a much better employee than 1 year.
I'm happy to see that they're treating their employees well. I really am. And I know this seems petty but; why the hell do they insist on starting Christmas in August? I walked into my local Costco last summer and one of the first things I see are Christmas tree's for sale. In August. I've grown to HATE the Christmas holidays because of retail behavior like this.
They pay their employees well and actually limit profit margins so that they're sustainable.
I watched a documentary[1] a few months ago wherein it was outlined that the company's former CEO witnessed the rise and fall of several other big-warehouse wholesalers. He noticed that what kept happening was that companies would start with lean margins, capture lots of customers, raise the margins, and collapse as soon as another wholesaler with leaner margins appeared. To avoid that fate, he apparently put a hard cap on Costco's profit margins.
That said, now that Costco's so big, they could theoretically raise their prices and still muscle out competitors. Let's hope that doesn't happen.
[+] [-] westicle|12 years ago|reply
I'm not sure how the focus on pay & conditions translates across the pacific however; our national minimum wage for casual workers is already AU$20.34 (US$18.54) and we have universal healthcare. So I'm guessing the relative benefits of working for Costco are lower as compared to in the USA.
[+] [-] netcan|12 years ago|reply
Most supermarkets (Coles, Woolworths/Safeway) employed a lot of cheap, casual or part time, high turnover staff. Award rates (Australia complicated alternative to minimum wages) are lower for younger employees (up to 21 yrs) so they employed a lot of high schoolers. The jobs were very narrow. Checkout chicks don't leave the counter. When no one is waiting, they need to pretend to be cleaning their workstations.
Aldi paid slightly above award. They preferred to hire adults. They preferred to hire for the long term. They had raises & advancement opportunities. They kept costs down by with efficiency instead of low wages. Intelligent efficiency with brains in use at all levels. Employees are far more independent. If there are long queues, they open another counter. If not, the stock shelve. If they have time, they take stock counts or do something else. The job satisfaction is way way higher.
The upshot of all this is that they can run stores with far fewer employees. A lot of other things go into this (store layouts, fewer product choices, display-in-bulk packaging), but better treated, more empowered employees is a big one. Hourly rates is just a part of the picture.
[+] [-] russell_h|12 years ago|reply
[+] [-] aroch|12 years ago|reply
Ha! Only 40km? I know many people who drive ~300km to get to a Costco. Hell, several people I know refuse to move to a city without easy access to Costco -- even if it means not taking a promotion. That's some serious store loyalty there. I love Costco, but not that much!
[+] [-] bane|12 years ago|reply
We'll find some item that we like there only for it to be completely gone 3 months later and never to return. While at another local Costco they have palettes full of it. 3 months after that the product will disappear from all Costcos and a different, but better one will show up everywhere. Things like Wine selection will also differ quite a bit from store to store.
That or there will be sudden changes to the packaging of staple items in the store for no real reason. Milk, for example, seems to get a packaging overhaul every year or so.
Either way, even with limited choice, over time the number of products you might buy at a Costco turns out to be quite a few.
Other retailers, on the other hand, are surprisingly more uniform in their product selection. The half dozen Targets in my area offer more or less the same products and fit it all within 1 or 2 master floor layouts.
[+] [-] cosmie|12 years ago|reply
Club packaging requirements are very particular to how they sell, in large bulk packs directly off pallets or steel racks. Usually the packaging is completely custom to the club, from the product packaging itself to the pallet packing. And no club wants the same as another (if they even stock the same product). This leads to new packaging having all kinds of unforeseen problems that slip through testing; from shifting in transit when using certain trucks, pallet crushing due to stack design, stretch wrap ripping for some reason, sub-optimal presentation when the pallet is thrown on the floor for sale, etc.
The package refresh itself will take the supplier ~6-12 months (unless it's a critical deficiency in the packaging), so even if the problems present themselves immediately you're looking at a "yearly" overhaul. And then the cycle repeats itself, when new bugs are introduced (you just can't test for everything that's gonna hit at Club scale sales).
Standard retailers use the same basic packaging styles, even if slightly customized for that client, so most of the 'gotchas' with those have been rooted out and accounted for, so refreshes are much less frequent.
Edit: Unless you were talking about simple label changes. In which case you are correct in there being no real reason beyond the marketing department trying to keep itself employed. Supply chain departments hate it due to the headaches and costs associated with switching over (and writing off unused labels/packaging).
[+] [-] twoodfin|12 years ago|reply
Wine selection is probably a little easier to explain, given the bizarre maze of the three tier system. Thank god for the 21st Amendment, but the way states handle alcohol distribution makes me thankful for an expansive reading of the Commerce Clause.
[+] [-] jmduke|12 years ago|reply
It's, in a way, a similar value proposition as Starbucks/McDonald's: you trade quality for consistency. The fact that Aisle 17 is for dishwashing and cleaning supplies becomes a core principle of your company.
[+] [-] anigbrowl|12 years ago|reply
[+] [-] Uchikoma|12 years ago|reply
http://en.wikipedia.org/wiki/Trader_Joe%27s
[+] [-] LAMike|12 years ago|reply
[+] [-] victorology|12 years ago|reply
[+] [-] Ygg2|12 years ago|reply
[+] [-] unknown|12 years ago|reply
[deleted]
[+] [-] mathattack|12 years ago|reply
For good treatment of people? Look up Semco.
For strong brand management? Look up Procter & Gamble.
For strong marketing? Look up Nike.
For great engineering? Look up Google.
Ones that are good at all of the above? Very rare!
[+] [-] digikata|12 years ago|reply
[+] [-] ck2|12 years ago|reply
longer term employees = more knowledgeable = better customer service
some decade walmart and target might get a clue about this
[+] [-] jmduke|12 years ago|reply
[+] [-] endeavor|12 years ago|reply
If only I could get back a fraction of the time I've spent searching for products that they moved from one aisle to another.
[+] [-] mtew38|12 years ago|reply
[+] [-] Zelphyr|12 years ago|reply
[+] [-] hayksaakian|12 years ago|reply
Good pay + Low prices seems like a difficult combination
[+] [-] Centigonal|12 years ago|reply
I watched a documentary[1] a few months ago wherein it was outlined that the company's former CEO witnessed the rise and fall of several other big-warehouse wholesalers. He noticed that what kept happening was that companies would start with lean margins, capture lots of customers, raise the margins, and collapse as soon as another wholesaler with leaner margins appeared. To avoid that fate, he apparently put a hard cap on Costco's profit margins.
That said, now that Costco's so big, they could theoretically raise their prices and still muscle out competitors. Let's hope that doesn't happen.
[1] https://www.youtube.com/watch?v=1f6gRxwHGII
[+] [-] lawnchair_larry|12 years ago|reply
[+] [-] mikeash|12 years ago|reply