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Moreover, many women had entered the work force and had less time to visit downtown banks and stores; instead, they went to branch locations in the malls near their homes and increasingly frequented specialty stores. In addition, department stores had become less efficient; more often than not it took several months for new merchandise to reach the shelves. In short, many retailers had lost touch with consumers.
Consequently, Axelrod's initial undertaking was to iron out some of Linens 'n Things' wrinkles and to learn about the needs and spending habits of its "guests," as the company called its customers.
These UPC and EDI systems allowed the stores to track exactly what was selling on a day-to-day basis, thereby making it possible to keep lower levels of inventory and to have a more precise policy of maintaining what people wanted.
This line of thinking was underscored by Daniel Raff, an industry analyst quoted in Solomon's article: "Some of the success of specialty stores has to do with the fact that they have a more sophisticated way of knowing what they're selling. A big part of retailing is having the product in stock and having it out on the floor. However, maintaining an inventory large enough to meet consumer demand and having products out on the floor required much space. Axelrod recognized that the superstore concept that had inspired Kalkin might solve the space problem.
In the company started to convert its store base to superstores ranging in size from to 35, to 40, gross square feet and began to close all but the most profitable and traditional stores. The superstore format was meant to save a customer's time by having inventory visible and accessible on the selling floor for immediate purchase.
To further enhance customer satisfaction and loyalty, Linens 'n Things strove to provide prompt, knowledgeable sales assistance and enthusiastic customer service. The company offered competitive wages, training, and personnel development in order to attract and retain well-qualified, highly motivated employees dedicated to providing efficient customer service.
Recognizing the increasing propensity of consumers to spend more on home decor, Linens 'n Things targeted its product selection to reflect the broadening trends of the s. The breadth and depth of Linens 'n Things' extensive merchandise offerings enabled guests to select from a wide assortment of styles, name brands, colors, and designs within each of the company's six major product lines.
An effort was made to present merchandise in a more visually appealing, customer-friendly manner. The company emphasized its "won't be undersold" policy and explored opportunities to increase sales in its "things" merchandise without sacrificing market share or customer image in the "linens" side of the business. He also commented that the company did distribute seasonal fliers containing promotional offers but that "the main message, expressed in the store's slogan, was consistent: 'We give you more for less.
From through Linens 'n Things introduced superstores, resulting in the closing of 85 traditional stores. However, although the total number of stores increased only by 15, the company's gross square footage more than tripled, going from 1.
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