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Retailers have spent millions of dollars defining their brand, their pricing strategies, implementing key supply chain processes by improving forecasting and replenishment activities, and have initiated large IT initiatives to make sure they do all these activities as accurately as possible. Most of these initiatives are concerned with the items a retailer sells. Because of competition, there's been a huge focus on making sure the correct items are ordered, shipped, replenished, allocated, promoted, priced, and delivered to the store in the most cost effective manner possible. But, every bit as critical as these "merchandising processes" are in defining a retailers' brand and market, equally important is to properly execute corporate strategies in the stores. A strategy without execution or with poor execution is equivalent to having no strategy at all. Submitted by RedPrairie

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