Jos. A. Bank Clothiers plans to add 200 stores over the next several years, beginning with 45 to 50 new locations in 2013.
“In 2013, we’re planning 45 to 50 locations, filling in existing markets and identifying some new markets in the U.S.,” says Stephen Gallant, vice president of facilities development.
Always smart and often conservative, the classic menswear retailer continues to take the same traditional approach that has served it well for more than 100 years when it comes to expansion.
“Our new store programs are self-funded and have been for some time; we don’t borrow money in order to build our store base,” says Gallant.
Anticipated to grow with its increasing store count is Jos. A. Bank’s in-house maintenance team. Currently, according to Jos. A. Bank’s director of facilities, Jason Cherry, the company relies on three in-house staff members who handle repair and maintenance calls directly from the stores. “They function as our call center,” Cherry says. “Then they dispatch that out through an internal system to an assortment of national vendors by trade.”
With Jos. A. Bank’s geographically diverse — and growing — store base, the company relies mostly on national vendors, with one exception being a super-regional HVAC vendor that self-performs in nine states. Jos. A. Bank also has the unique challenge of maintaining tailoring shops in most stores, which include highly specialized steam presses and sewing equipment.
“The only thing we really rely on local vendors for is our tailor shop repair,” Gallant says. “We have some specialized contractors that are very local to our store markets. We use a variety of vendors that service the steam equipment and sewing machines in some regions.”
Whether vetting new or current vendors, Jos. A. Bank typically performs an RFP every 2 to 4 years based on a number of criteria, such as pricing, references, whether the vendor can handle Jos. A. Bank’s volume of work, etc. “We run a check on the firms we are contemplating using to make sure their financials are in order,” says Cherry. “We check their references and make sure they’re doing their work, paying their bills, and have a good reputation in the industry.”
Looking ahead toward future expansion and the type of real estate it seeks, Jos. A. Bank has its sights set on more lifestyle centers and fewer enclosed malls or freestanding locations. “We want a spot that’s very visible from the street, our customers can find us easily, and they can get in and out and complete their transaction easily and effortlessly,” Gallant says.
Keeping the expanding store base in mind, Gallant says that Jos. A. Bank will likely increase staff on the facilities side as well. “We’ll add staff as the store base increases, of course,” he says. “We’re reevaluating our facility maintenance software to make sure it’s the most efficient based on our needs. There will be some changes to the infrastructure, but the way we do our business is very efficient so we’re going to continue moving forward.”
— Katie Lee is the editor of Retail Facility Business magazine. This article originally appeared as the February/March 2013 cover story. Email the editor at katie@francemediainc.com.