College Park Winners Case Study

Decent Essays

Winners is the known as the largest department store in Canada that sells marked down, brand name products. The Winners located in the downtown core of Toronto, specifically Yonge and College (Figure 1) is the location studied for this report. Due to slow service times and large amounts of traffic, the length of the queue (퐿푞) grows longer than the designated line up area. This negatively impacts the shopping experience of customers purchasing due to longer wait times (푊푞), but also negatively impacts the shopping experience of customers browsing because the length of the queue interferes with them looking at products near the checkout area. This report will analyze the service and inter-arrival times of the checkout area of College Park Winners. …show more content…

For instance, over a period of time the inter-arrival rates had a consistent trend overall but the service times for each customer did not follow the same consistency. The data collected showed transactions involving returns occupied more time, usually in the range of 1.5 to 2 minutes and sometimes more. Transactions that were less than 1.5 to 2 minutes were purchases-only. The environment of the checkout area was taken into consideration. The setup of products in the designated waiting area is a positive way to distract customers from actual waiting time. This arrangement also maximizes store profits as patrons are tempted to make impulse purchases. This was the immediate inherent explanation as to why only one check-out/returns line is used. Although there is a designated waiting area, if service times are slower than the arrival rate, the queue extends past the designated waiting line and blocks merchandise intended to be viewed by customers not in the queue. Blocking off merchandise and the visual image of a line extending past the designated area negatively impact the experience of a customer and the decision to wait in line. The loss of a customer is associated with a cost to Winners. Therefore, for every customer that leaves the system before they have been serviced represents a cost to store management in addition to operating and waiting costs. For this report, only the

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