Wal-Mart

The last 20 months at L.L. Bean have confirmed one over-arching principle: Progress can be painful. Faced with stagnant sales, too much inventory and stale creative, Chris McCormick, CEO of L.L. Bean, had to make some difficult and unpopular decisions if he wanted to whip the company into fighting shape for the 21st century. He instituted numerous reorganizational initiatives that included eliminating 32 catalogs from the mail plan and 2,300 unproductive catalog pages. The staff cut 25 percent of its SKUs. Its vendor list was chopped in half after the company renegotiated nearly all major contracts, including printing, paper, e-mail fulfillment and data

By Alicia Orr Suman With fewer hotline names and a scarcity of new rental lists to test, catalogers have been faced with a drought of new names to mail this year. Seeking ways to beef up their mail plans with quality names at the lowest possible cost, more catalogers appear to be tapping into cooperative catalog databases. Catalog co-ops have been around for more than a decade. But only recently have some reached the size and scope needed to become a substantial piece of your prospecting plan—making many catalogers more apt to ramp up usage of this alternative source of

When Glen Pirie came to Swanson Health Products four years ago with a background in retail operations he was used to serving big customers like Wal-Mart and Home Depot. But he soon realized that for a consumer catalog, “A lot of the same business principles apply—like giving customers what they want.” The difference in the catalog field, he says is that there are “a lot more customers when you’re dealing with catalog orders. At Swanson, we have about 750,000.” Today, Pirie overseas purchasing, receiving, manufacturing and logistics at Swanson, which markets about 6,000 vitamin and health supplement products, including national and proprietary