Professional Documents
Culture Documents
Business
Information, Profile, and History
Share
www.LSBF.org.uk/Marketing
Local Furniture
LocalMole.co.uk/Furniture
Company Perspectives:
Pier 1 Imports offers distinct, casual home furnishings at a good value. Our
ever-changing collections are presented in a sensory environment that
encourages customers to have fun shopping for their homes. Pier 1 is a socially
conscious company that conducts business with personal and professional
integrity. We employ committed, caring associates whose first priority is
responding to the needs of our customers.
History of Pier 1 Imports, Inc.
Pier 1 Imports, Inc. is a leading specialty retailer, operating more than 800
casual home furnishing stores in 48 U.S. states, two Canadian provinces, and
in Mexico, Puerto Rico, the United Kingdom, and Japan. The vast majority
operate under the Pier 1 Imports name, while the U.K. units are known as 'The
Pier' and the operations in Mexico and Puerto Rico consist of 'store within a
store' outlets in Sears stores. The U.S. and Canadian stores are typically
freestanding units of about 7,500 square feet located near major shopping
centers or malls. They offer a wide selection of merchandise, including more
than 5,000 items imported from more than 60 countries worldwide (the bulk
coming from Asia), with the principal categories consisting of furniture,
decorative accessories, dining and kitchen goods, bath and bedding
accessories, and seasonal items. Sales through the company's
proprietary credit card account for more than 28 percent of overall sales.
1960s: The Early Years
Charles Tandy and Luther Henderson opened the precursor to Pier 1 shops in
1962 under the name Cost Plus. Henderson was serving as treasurer for
Tandy's burgeoning Tandy Corporation, which became best known for its
Radio Shack chain. Pier 1 was inspired by the owner of a rattan furniture
importer and wholesaler in San Mateo, California, who was having credit
problems. To help liquidate costly inventory, the shop owner opened a
liquidation outlet in 1958 called Cost Plus. Impressed by the shop's success,
Tandy offered the owner of Cost Plus a loan to start a retail Cost Plus outlet. At
the same time, Tandy secured the rights to open and operate additional stores
under the Cost Plus name.
The concept behind Tandy's Cost Plus chain plan was relatively simple: a
strong U.S. dollar would allow him to import items, including rattan furniture,
brass candlesticks, specialty textiles, and other items, at rock bottom prices
from countries such as Mexico, India, and Thailand. Even with large markups
the goods would seem relatively cheap in the United States. Furthermore,
items that did not sell well could be easily liquidated by cutting their price to
near cost. Although most of the merchandise was second-rate in comparison
to U.S. or European-made goods, it was popular with the large baby-boom
generation, most of whom were first-time buyers of furnishings.
Tandy opened 16 Cost Plus retail outlets between 1962 and 1965. By 1966,
however, Tandy's growing Radio Shack enterprise began to take much of his
attention away from his Cost Plus venture. On February 10, 1966, a group of
30 investors led by Henderson bought Tandy's Cost Plus operation. They
changed the name to Pier 1 Imports to reflect the store's import emphasis and
embarked on a mission to expand the concept nationally. The original Cost
Plus outlet remained under separate ownership and eventually grew into the
nationwide Cost Plus chain of the early 21st century, one of Pier 1's
competitors.
By 1967, Pier 1's sales had already reached $4.5 million annually, and growth
accelerated throughout the remainder of the decade. By 1969, the chain had
grown to 42 stores and demand for Pier 1's goods was increasing. Pier 1 went
public in 1970 to raise money for continued expansion. The company's stock
was initially listed on the American Stock Exchange, before moving to the New
York Stock Exchange two years later. Pier 1 had multiplied its chain to 123
stores, which represented sales growth of more than 100 percent since 1968.
Among Pier 1's shops were stores that had been opened in Australia and
England in 1971. During the following two years the chain also branched out
into France, West Germany, the Netherlands, and Belgium.
Pier 1 prospered during the late 1960s and early 1970s by focusing on the baby
boom generation, members of whom were looking for interesting, exotic goods
such as love beads, incense, leather sandals, and serapes. 'You could
characterize a lot of our customers as flower children,' recounted Pier 1 chief
executive officer Clark Johnson in the Dallas-Fort
Worth Business Journal. 'Our stores had the look of an old grocery store ... and,
at that time, the appeal was heavily toward cost.' As the 'flower children'
rushed to Pier 1 to decorate their dormitory rooms, bedrooms, and
apartments, company sales rose to $68 million and earnings to $3.8 million
by 1973.
Mid-1970s to Early 1980s: Reorganizing and Restructuring
After an explosive decade of growth, Pier 1's fortunes began to change in the
mid-1970s. Importantly, global inflation and exchange rate fluctuations
exposed Pier 1's unique vulnerability to worldwide financial changes. Foreign
goods became much more expensive, thus diminishing Pier 1's important cost
advantage. Furthermore, other retail chains and department stores began to
vie for some of Pier 1's market share by offering many of the same imported
goods. To make matters worse, the core group of customers upon which Pier 1
had focused its energy was changing; baby boomers were becoming more
sophisticated by the mid- and late 1970s and were increasingly interested in
more mainstream goods. According to some critics, Pier 1 lost touch with its
patrons and failed to change its inventory to meet market demands.
In an attempt to buoy sales and profits, Pier 1 mounted several reorganization
campaigns and new marketing strategies during the mid-1970s. The company
even tested different types of stores, including specialty retail outlets, art
supply centers, rug stores, and fabric shops. Pier 1 also diversified into several
wholesale operations such as Singapore Candle Company, Southwestern Textile
Company, Rug Corporation of America, and Pasha Pillows. Many of its retail
and wholesale experiments languished, and Pier 1 eventually jettisoned most
of them.
Although the company failed to sustain the rampant growth it had achieved
during its first ten years, Pier 1's balance sheet had improved slightly by the
late 1970s. By 1979, the chain included approximately 300 stores worldwide,
while sales and profits had stabilized. Pier 1 merged with Cousins Mortgage
and Equity Investments (CMEI) in 1979 in an effort to boost its capital. Then,
in 1980, the board of directors brought in Robert Camp to help improve the
company's performance.
Camp had successfully operated his own chain of Pier 1 stores in Canada and
had a knack for retailing. Camp forced Pier 1 to reevaluate its buying
operations and store location strategies. He also focused on improving visual
merchandising techniques. During 1981 and 1982, Pier 1 consolidated its retail
import operations, closed marginal stores, opened larger outlets in more
profitable locations, and shifted from novelty items to higher quality goods.
Investors were impressed by Camp's initiatives. Within two years, sales
increased 41 percent to $165 million and operating income jumped 66
percent, to $6 million. Pier 1's stock price quickly rose from about $1 in 1980
to more than $7 by 1982.
Mid-to-Late 1980s: Refocus on the Customer
Just as Pier 1 began to build momentum under the direction of Camp, control
of the company changed hands. Under the leadership of Charles (Red) Scott,
La Jolla, California-based Intermark, Inc., a billion-dollar holding company
with a reputation for turning ailing companies around, bought a majority
interest in Pier 1. Camp eventually left, and Scott hired Clark Johnson to run
Pier 1 in 1985. Johnson, who was known as an aggressive and sociable
businessman, had a varied background that included experience in both the
furniture and sporting goods industries. He had also managed lumberyards
and had partnered with Jack Nicklaus to run MacGregor Golf Co. As president
of Wickes Furniture he had engineered the turnaround of that company
during the mid-1970s. Likewise, he boosted sales at MacGregor from $17
million to $50 million in just five years.
Like Camp, Johnson initiated numerous changes within the Pier 1
organization. He immediately sold Pier 1's two major subsidiaries, Sunbelt
Nursery Group Inc. and Ridgewood Properties Inc. He also jettisoned the
mail-order business, which lost more than $1 million in 1985 alone. In
addition, Johnson developed plans to modernize Pier 1's computer
information systems, upgrade advertising and marketing programs, and
consolidate its North American management offices. Furthermore, between
1985 and 1989 he closed more than 60 marginal stores and refurbished most
of the company's existing outlets at an average cost of $190,000 each. More
aggressive managers were brought in and given the freedom to make critical
decisions.
Perhaps Johnson's most notable strategic contribution during the mid-1980s
was improving Pier 1's attentiveness to its customer base. 'It was clear that
there was a huge audience out there which had once felt a tremendous
allegiance to Pier 1,' recalled Johnson in Adweek's Marketing Week, adding 'I
believed we could rekindle that allegiance if we showed them that we were in
tune with their new values.' Johnson retained New York PR agency Makovsky
& Company to conduct what it termed 'the most comprehensive study of the
American home ever undertaken.'
The study was designed with two goals in mind: (1) to determine whether or
not Pier 1 was on track with the values it was emphasizing in its stores, and (2)
to generate publicity as the sponsor of the study. Among other statistics,
survey findings indicated that 92 percent of college-educated Americans were
satisfied with their homes; 86 percent decorated their homes themselves; 57
percent believed that their homes were nicer than what they had grown up in;
and an overwhelming majority described their home interior as casual. As
hoped, the media reported the survey's findings and brandished Pier 1's name
on the cover of major national newspapers and on television screens.
Confident of his strategy to win back Pier 1's customer base and reposition the
company, Johnson embarked on an aggressive program of growth in 1986. He
set a goal of doubling the total number of Pier 1 outlets by 1990 and increasing
the average floor space and annual sales of the stores. Pier 1 achieved its goal
one year early. By 1989 the company had doubled its chain to include more
than 550 outlets worldwide. In addition, profit margins increased and the
average ticket value of store items rose to $25 (from just $5 in the early
1980s), aided by the 1988 introduction of the Pier 1 Preferred Customer Card,
the chain's proprietary credit card. As a result, sales leapt from $173 million in
1985 to $517 million by 1990. More importantly, profits soared from $60
million to $210 million during the same time period.
Encouraged by Pier 1's success, Johnson boldly proposed expansion plans for
the next decade. 'The best way to predict the future is to create it,' Johnson
stated in Adweek's Marketing Week. He continued: 'Pier 1 Imports has a
vision of the kind of company it would like to become. By the year 2000 Pier 1
will operate more than 1,000 stores, producing more than $1.25 billion in
sales and serving more than 10 million customers.'
Ads by Google
Import Service to India
The other form of working pier, often called the finger pier, was built at ports
with smaller tidal ranges. Some major ports consisted of large numbers of
such piers lining the foreshore, classic examples being the Hudson River
frontage of New York, or the Embarcadero in San Francisco. Sometimes a pier
has two decks.
Early pleasure piers were of wooden construction, with iron structures being
introduced with the construction in 1855 of Margate Jetty, in Margate,
England. The longest wooden pier in the southern hemisphere.
• Williamstown, Victoria - See also: Gem Pier
• Port Melbourne, Victoria - See also: Station Pier
Belgium
• Blankenberge
• Nieuwpoort
Canada
• Halifax, Nova Scotia - See also: Pier 21
China
• Hong Kong - See also: Star Ferry Pier and Tsim Sha Tsui Ferry Pier
Denmark
• Copenhagen
Japan
• Yokohama - See also: Osanbashi Pier and Piers of Yokohama
Lithuania
• Palanga
Netherlands
• Scheveningen - has two decks, the upper one open air, the lower one closed
Poland
• Sopot
• Gda?sk-Brze?no
• Mi?dzyzdroje
Singapore
• Singapore - See also: Clifford Pier
Sweden
• Malm 旦
United Kingdom
The first recorded pier in the UK was Ryde Pier, opened in 1814 on the Isle of
Wight, as a working pier to allow ferries to and from the mainland to berth.
The most well known piers are perhaps the two at Brighton in East Sussex and
the three at Blackpool in Lancashire, while the longest is at Southend-on-Sea
in Essex at 1.34 miles (2158 metres) long. Two piers, Brighton's now derelict
West Pier and Clevedon Pier, are Grade 1 listed.
• Aberystwyth
• Bangor
• Blackpool - See also: North Pier, Blackpool
• Bournemouth
• Brighton - See also: Brighton Palace Pier
• Burnham-on-Sea
• Cromer - See also: Cromer Pier
• Clacton
• Cleethorpes
• Clevedon - See also: Clevedon Pier
• Colwyn Bay
• Deal
• Eastbourne - See also: Eastbourne Pier
• Great Yarmouth
• Hastings - See also: Hastings Pier
• Hythe - See also: Hythe Pier
• Llandudno - See also: Llandudno Pier
• Lowestoft
• Mumbles
• Paignton
• Penarth
• Portsmouth
• Ryde - See also: Ryde Pier
• Sandown
• Saltburn-by-the-Sea
• Southend-on-Sea - See also: Southend Pier
• Southport - See also: Southport Pier
• Southwold - See also: Southwold Pier
• Swanage - See also: Swanage Pier
• Teignmouth
• Totland, Isle of Wight
• Weston-super-Mare - See also: Weston-super-Mare Grand Pier
• Worthing - See also: Worthing Pier
• Yarmouth
United States
• Asbury Park, New Jersey
• Avila Beach, California
• Berkeley, California - See also Berkeley Pier
• Cayucos, California
• Chicago, Illinois See also: Navy Pier
• Emerald Isle, North Carolina
• Huntington Beach, California - See also Huntington Beach Pier
• Naples, FL
• Newport Beach, California - See also Balboa Pier and Newport Pier
• New York City - See also Chelsea Piers
• Oakland, California
• Pacifica, California - See also: Pacifica Pier
• Pensacola Beach, Florida
• Pismo Beach, California
• Redondo Beach, California
• Saint Petersburg, Florida
• San Diego, California - See also: Crystal Pier
• San Francisco, California - See also: Pier 39
• Santa Barbara, California - See also: Stearns Wharf
• Santa Cruz, California
• Santa Monica, California - See also: Santa Monica Pier
• Venice, California
• Ventura, California
• Olympia, Washington
• Seattle, Washington
• Tacoma, Washington
• Tampa Bay, Florida - See also Skyway Fishing Pier
Statistics
• The oldest cast iron pier in the world is Gravesend Town Pier, in Kent, UK.
• The longest pleasure pier in the world is Southend, with a length of 1.34
miles (2158 meters).
• The shortest UK pier is now Cleethorpes, at just 335ft.
• The UK pier with the biggest height above the sea is Weston Super Mare
Birnbeck.
See also
• Breakwater
• Dock
• Jetty
• List of United Kingdom topics
• Seaside resort
• Concrete & other Piers for Telescopes
Read more: Pier 1 Imports, Inc. Business Information, Profile, and History - Company,
Stores, Million, Sales, and Chain http://companies.jrank.org/pages/3318/Pier-1-
Imports-Inc.html#ixzz13Tidx1St
Pier 1 Imports: Company Profile
Bottom of Form
Summary
Table of contents
Contact Shadi now!
Related reports
This profile is of immense help to management consultants, analysts, market research organizations and
corporate advisors.
The objective and scope of various sections of our company profile has been discussed below.
Company Summary
This section presents the key facts & figures, business description, products & services offered and
corporate timeline of the company.
Company Analysis
It involves analysis of the company at three levels – segments, organizational structure and ownership
composition. Both business and geographic segments are analyzed alongwith their recent financial
performance. It further discusses the major subsidiaries of the company and the recent merger &
acquisitions.
Business Developments
This section examines the significant developments that have taken place in the company. It is a form of
news analysis where the most critical company news is discussed.
SWOT
Our SWOT Analysis is a valuable step in assessing your company's strengths, weaknesses,
opportunities, and threats. It offers powerful insight into the critical issues affecting a business.
Financial Performance
It discusses the most recent financials of the company and also compares the historical sales & income
figures with the current and projected figures. The objective is to evaluate the financial health of the
company. The analyst opinion and stock performance help us in evaluating the performance of the
company from an investor’s viewpoint.
Competition Synopsis
This section compares the company with its peer group. The comparable analysis and stock movement
are aimed at giving an overview of the competitive landscape in the industry and the company’s
positioning in its peer group