Understanding the current financial performance of your store as well as being aware of your institution's expectations for your store's financial goals are key to the success of your independent college store. The NACS Foundation Board of Directors has set financial standards as the initial focus of the Standards Project since these are the main yardstick used to measure the store's performance. As the first step in this process, the following financial standards have been set and were endorsed by the NACS Foundation Board of Directors:

• All Campus Stores (CS) must reach consensus between the campus administration and the store on the financial model the campus performance will be evaluated upon, to: a) provide a financial return, b) provide cost recovery, or c) provide services that may be partially subsidized by the institution, including promotion of student affordability initiatives and related pricing strategies.

• CS must routinely monitor financial results of the operation, comparing store location(s) and merchandise categories to prior year and budget, and including the following Key Performance Indicators (KPIs): 

             1. Sales - in total by channel: physical in-store retail & online ecommerce

             2. Other Income 

             3. Cost of Goods Sold (COGS)

             4. Gross Margin (GM) & Gross Margin Return on Investment (GMROI)

             5. Price Changes (markups & markdowns)

             6. Inventory Levels, Inventory Turnover, & Open-To-Buy (OTB)

             7. Inventory Variance (shrinkage or overage)

             8. Payroll & Benefits

             9. Operational Expenses

             10. Operating Margin (calculated as Gross Margin less Operational Expenses

             11. Indirect Expenses & Campus Overhead

             12. Net Income/Loss

             13. Contribution to Campus

     

• In coordination with the overall campus administration strategic planning process, CS must adopt a strategic performance management tool or otherwise establish and adhere to a reliable methodology that includes a focused set of measurements to monitor against annual CS goals and objectives, as well as a mix of both financial metrics and non-financial/service performance data.

• A CS general ledger and the corresponding expense categories should be coordinated with the campus administration account definitions, especially where integration exists between a store’s retail system and a campus Enterprise Resource Planning (ERP) system to maximize efficiency and reconciliation.  And where integration is not possible, output from both systems should be audited to ensure accuracy.

• CS should also measure and monitor the following metrics whenever possible at the store level.

1. Balance Sheet Financial Results
2. Earnings Before Interest, Taxes, Depreciation, & Amortization (EBITDA)
3. Return On Invested Capital (ROIC)
4. Economic Profit/Loss

• All Campus Stores (CS) must define, document, and manage procedures for basic financial controls, including:

1. Bookkeeping – cash handling, banking, & deposits 
2. Cashiering, cash drawer, & checkout device security
3. Daily sales reconciliation – for all methods of payment
4. Internal/external fraud – including ecommerce transactions
5. Credit/debit card security – Payment Card Industry (PCI) and related

• CS must benchmark financial results against other campus stores of similar type, size, and financial model using one or more credible and comprehensive industry financial surveys sponsored by an industry association or another method, identifying areas with opportunity for improvement, and developing detailed action plans for identified areas, implementing action plans, and conducting plan progress reviews.

• CS must understand the financial KPIs that are tracked and benchmarked and communicate those financial results with analysis and commentary to the campus administration or store’s board of directors, depending upon the ownership structure.

• CS must define inventory management procedures and guidelines, secure agreement from key stakeholders (e.g., campus administration, centralized accounting, auditors), document the agreed-upon methodologies and critical calculations, and share with all stakeholders. This includes any special processes for non-inventory items such as consignment, academic regalia rental, parking permits, bus passes, and other exceptions.

• Every CS must define a cost or retail method of inventory valuation and management. The process must assign an inventory cost value when the store uses the retail method of accounting to ensure alignment between store and campus enterprise resource planning (ERP) system values and should adhere to generally accepted practices of accounting, audit, and business records management.

• CS must take a complete physical inventory of the store’s merchandise for resale at least annually to improve the timeliness of variance reporting and effectiveness of management controls. The process should include reconciliation of the inventory as recorded with the store’s retail system and any centralized campus system inventory and investigation of any variance. In addition, the process should include appropriate audit controls to validate the physical count and detailed reporting of the inventory results.

• CS should conduct more frequent inventory cycle counts throughout the year, especially in instances that include, but are not limited to, the following:

             1. When there is a high risk of a variance occurring and/or the financial implications of such a variance is significant

             2. When the time and/or resources required to identify and resolve variances is extended such that earlier identification of discrepancies is beneficial 

             3. When variances have the potential to adversely impact business planning decisions, service delivery, or academic mission (e.g. discrepancies in course material availability)

• CS must audit inventory reports throughout the year to troubleshoot discrepancies and to facilitate a better reconciliation at year-end. Monthly auditing is recommended.

• CS must have a point-of-sale system (POS) that has the capacity to maintain, monitor, and report on a perpetual inventory. Functionality should take into account integration of sales and return transactions, taking a comprehensive physical inventory of the store, and reporting the shrinkage/overage variance with detailed discrepancies by item.

• CS that rent textbooks or other merchandise must define the specific accounting method that will be used, and this method must be practical based upon the type of rental program, such as short-term vendor partner programs and multiple-year, store sponsored programs.

• CS inventory reconciliation processes must control for accounting-related transactions, including inventory in transit, prepaid merchandise, accounting for chargebacks, and other exceptions.

• When calculating average annual inventory turnover, CS should use the method that incorporates thirteen month-end inventories so as to improve the accuracy of the calculation. However, as an alternative, CS may use the average of annual beginning and ending inventories as an approximation.

• To manage inventory effectively, every CS must establish an appropriate merchandise clearance strategy with annual projections by merchandise classification. Critical to maintaining a healthy open-to-buy, optimizing the merchandise assortment, and enhancing visual presentation, this strategy must take into account retail and industry clearance guidelines and: 

             1. Attend to inventory with a reduced marketplace value on a timely basis;

             2. Address “broken-sized” merchandise through markdowns when not reordering; and

             3. Account for merchandise obsolescence and book edition changes;

• CS must take markdowns at least quarterly throughout the year as needed in order to maximize inventory value and avoid skewing the annual performance at fiscal yearend.

• When determining inventory write-offs that may exceed guidelines, established strategy, benchmarks, or annual projections, the CS management decision-making must take into account the relative risk of further loss of value, marketplace demand, carrying costs, and appropriate campus communication. Examples include course materials that may change editions or seasonal merchandise that is only saleable at certain times of the year.

• CS should monitor inventory reductions (such as markdowns and point-of-sale discounts) by type or reason code to clearly distinguish between any reductions that are “uncontrollable” vs. those that are “controllable.” Examples of uncontrollable markdowns include staff discounts or a customer satisfaction accommodation. Controllable markdowns include planned sale promotions or adhering to established clearance policies.

 

• A CS general ledger and the corresponding expense categories should be coordinated with the campus administration account definitions, especially where integration exists between a store’s retail system and a campus Enterprise Resource Planning (ERP) system to maximize efficiency and reconciliation. And where integration is not possible, output from both systems should be audited to ensure accuracy.

• In coordination with the overall campus administration strategic planning process, CS must adopt a strategic performance management tool or otherwise establish and adhere to a reliable methodology that includes a focused set of measurements to monitor against annual CS goals and objectives, as well as a mix of both financial metrics and non-financial/service performance data.

• All Campus Stores (CS) must reach consensus between the campus administration and the store on the financial model the campus performance will be evaluated upon, to:

1. provide a financial return
2. provide cost recovery, or 
3. provide services that may be partially subsidized by the institution, including promotion of student affordability initiatives and related pricing strategies.

• All CS must utilize the established uniform industry classifications* for categorization of merchandise sales and other financial metrics to ensure comparability when benchmarking results against industry financial surveys and other metrics.

*Currently in collaborative development by NACS, CSC, & ICBA

• In addition, this analysis must take into account the overall contribution of the CS to the institution in both monetary terms and in a service context, as well as any special assessments levied on the CS as an auxiliary/ancillary enterprise and not applicable to departments and programs funded centrally through student fees or tuition.

Course Materials Managment

• All CS must calculate the student savings generated via course materials affordability initiatives by program and merchandise classification, including:

1. Reduced Price New Publisher Materials – loose-leaf, custom, etc. 
2. Used Books 
3. Buyback
4. Textbook Rentals 
5. Digital Content – eBooks, Digital/Print Bundles, Courseware, & Digital Licensing
6. Inclusive/Equitable Access
7. Open Educational Resources (OER)

The savings should be calculated compared to the publisher’s list price of the new print bound equivalent (when available) or the retail selling price at a 25% gross margin where there is no list price. It is essential to strategically report, market, and promote the initiatives and savings to students, campus administrators, and other key stakeholders.

• All CS in the US must understand and with support of the institution, implement the textbook provisions of the Higher Education Opportunity Act (HEOA) and state or institutional guidelines as applicable, while all CS in Canada must know, apply, and achieve compliance with similar provincial and institutional guidelines.

• All CS must plan ahead for setup of a new academic term by securing the course schedule when available from the campus registrar and making arrangements to get regular enrollments for managing adoptions and sales estimates. This course and enrollment data should be integrated with the store’s retail system wherever possible.

• Because course materials are an important component of the Costs of Attendance (COA), all CS must establish a strategic communication plan to address students, their families, and stakeholder organizations to announce items such as: 

1. Course materials information – acquiring and accessing course materials content 
2. Available services – buyback or textbook rentals 
3. Applicable policies – refunds or rental returns

• All CS must understand the fundamentals of copyright compliance and facilitate and implement institutional policies, including:

1. The concept and applicability of “fair use” and “public domain”, including educating staff and potential penalties for infringement
2. The Digital Millennium Copyright Act (DMCA) for US stores and the Copyright Act of Canada (institutional provisions for fair dealing or Access Copyright) for Canadian stores

• In addition, those stores that sell course packs must also understand and implement copyright compliance as follows:

1. The requirement to ensure copyright permission has been acquired from the Copyright Clearance Center (CCC) or copyright holder, by collaborating with the campus library and other campus entities, or through partnership with a third-party who manages copyright clearance and printing
2. The requirement to document policies for copyright compliance, royalty payments to publishers and faculty, strategic pricing formulas, production schedules, refund eligibility, and returns to vendor, where applicable. 

• To achieve digital competence for store and campus, all CS must plan a comprehensive digital content delivery strategy and student communications plan in advance, including understanding key terminology, identification of key stakeholders and strategic partnerships including faculty, IT, library, and student billing department, defining a supplier platform strategy to select vendors, incorporating digital content options into faculty syllabi, and operationalizing sale and distribution through store, e-commerce, or distribution via the campus Learning Management System (LMS).

• All CS should also consider the implementation of an Inclusive Access (IA) or Equitable Access (EA) course materials program, including:

1. working with academic administration and faculty to identify courses
2. achieving compliance with state/provincial and federal regulations, as applicable
3. negotiating quotes with suppliers to reduce costs and promote affordability for students
4. defining opt- in/out policy 
5. coordinating setup, billing, distribution logistics with internal stakeholders and external partner
6. developing a student communications plan – IA course enrollment, opt-in/out, student billing process

• All Campus Stores (CS) must consider establishing a course materials reservation program or eCommerce in-store pickup service, planning for storage and distribution spaces, staffing and operational needs, out-of-stocks and customer communication, abandoned order policy, and marketing and promotion, documenting all processes and policies.

• Accessible course materials are vital to ensure that disabled students have an equitable learning experience and, as such, all Campus Stores (CS) must commit to understanding the institutional practices for accommodating accessibility of course materials that should be followed, collaborating with the campus disability services office, academic departments, and course materials content distributors as appropriate.

• To facilitate effective course materials management, Campus Stores (CS) must foster and maintain strong institutional relationships with key stakeholders such as student leaders, faculty members and instructors, academic administrators, information technology staff, library, and related academic support areas.

• CS must establish strong working relationships with business partners – publishers, wholesalers, distributors, service providers, and other companies.

• CS must clearly understand all vendor policies for sourcing, payment, and returns, especially as these relate to the quantity to purchase and returns limitations of quantity and timing.

• In order to avoid disruptions and delays with sourcing of course materials, it is critical that CS must monitor the processing of invoices for payment and account aging to ensure timely payments and avoid credit holds that restrict ordering, including store-level management of vendor credits.

• In conjunction with a predetermined course materials planning timeline, CS must solicit adoptions from faculty, instructors, and academic departments, promptly process them in the retail management system (or manually), and frequently follow-up on adoptions not yet received, stressing the importance of timeliness and confirming receipt of the adoption by the store.

• As adoptions are received and processed, CS must track the number and percentage received versus prior year cycle(s) at the same time to monitor progress and maintain an accurate list of courses without adoptions to allow for follow-up with academic departments.

• In addition to communication related to soliciting adoptions, CS must maintain a regular dialogue with faculty, instructors, and academic departments, about adoptions not received, adoption changes and issues with availability and timing of shipments.

• To support compliance with HEOA (US) or similar provincial guidelines (Canada) CS must make available adopted course material information to students via the store’s web site or another method as soon as adoptions are processed by the store. 

• CS must be knowledgeable about all formats of course materials, whether sold by the store or not, including OER resources or required materials provided to students through another source.

• In addition to print and digital course materials, CS must also solicit requirements from faculty, instructors, and academic departments for essential course-related supplies such as lab kits, scrubs, calculators, etc. and make those available for sale whenever possible, when not provided by the institution.

• CS should demonstrate price competitiveness and transparency wherever possible and within institutional policies and guidelines through online price comparison programs, variable pricing against the marketplace, price match guarantee programs, or other tools; sharing that information with faculty as part of the adoption process, and with students at the time of purchase.

• Recognizing that student choice is an important factor related to learning styles and affordability, CS should offer multiple format options for course materials whenever possible and available, such as printed textbooks, used books, rental textbooks, digital content, Open Educational Resources (OER), and programs such as Inclusive or Equitable Access (IA or EA).

• CS must track course material sales (dollars and units) and rentals by product format and program, aligning with the uniform industry classifications for categorization of merchandise sales, and including new, used, and digital formats, rentals, custom published/course packs, and inclusive (IA)/equitable (EA) access programs.

• For CS that partner with third-party digital content distributor(s) who manages the customer transaction on behalf of the store, sales must be tracked by dollars and units, and the store commission tracked by dollars.

• CS should track course material sales where student financial aid is the form of payment used, including the type of aid used such as grants, scholarships, veteran’s affairs, vocational rehab, refundable aid/student loans, sponsored students, etc.

• In addition to sales, rentals, and IA/EA programs, CS must monitor key performance indicators (KPIs) for course materials by classification including, but not limited to, year-over-year sales variance, course material sales to overall sales, sell-through by title to actual enrollment and sales estimate, buyback, returns percentage, on hand inventory of inactive non-returnable materials, and dead stock write-offs.

• Where the available shelf space and e-commerce site allows, CS should display course-required and related merchandise products, including binders adjacent to loose-leaf print materials, study charts, lab notebooks, discipline-specific kits, calculators, and other supplies in support of students’ learning objectives.

• Prior to the commencement of the peak selling period, CS should reconcile the physical inventory needed versus the actual quantity on hand, compare against the original sales estimate, researching any significant shortfalls against sources of supply, following up on overdue items, communicating with instructors as appropriate, and posting explanations with anticipated due dates adjacent to the shelf tags.

• Whenever a retail ecommerce system or other strategic partner has the capability, CS should aggregate a customized student view of only the course materials adopted for the student’s courses, typically involving a link to the student’s class schedule in the campus student information system (SIS).

• Whenever an institution pursues an inclusive access course materials program, the CS must be directly engaged in the campus discussions and program implementation to ensure the students are best served.

• Once a CS enters the peak selling period for a new term the store must consider how adoption processing and sourcing will change, including enhanced urgency and processing time to secure course materials as quickly as possible relative to the first day of classes, notifying faculty about estimated in stock dates, and communicating about delays in delivery to customers.

• As soon as the peak rush period sales volume starts to wind down the CS should validate the inventories of course materials on hand against the retail system inventory to help facilitate the supplier returns process.

• As early as possible in the post-selling season and after validating the inventories CS must begin returning the unsold inventory to suppliers, accounting for next term readoptions and titles used later in the term, prioritizing vendors with short time deadlines, and planning to complete the process before needing to set the shelves for the next term.

• It is essential that all CS renting course materials must budget funds for bad debt that results from rental textbooks that are not returned, deemed uncollectable, and need to be written off.

• Understanding that there will always be some inventory that is non-returnable and is not readopted by faculty, all CS must budget funds and plan for periodic write-off of materials that must be partially or fully written off, consistent with campus policies, as appropriate.

• All Campus Stores (CS) that sell/rent printed course materials should establish policies and procedures, plan for, and execute a daily and/or end of term buyback and rental returns program, including:

1. Coordination with wholesale buyback and rental return partners
2. Confirming latest wholesale buying guide(s) are loaded/available
3. Securing additional funds and scheduling associated security measures
4. Establishing marketing and strategic communication plans
5. Coordinating additional staffing and providing staff training
6. Procuring expanded space and/or remote locations (as needed)
7. At the conclusion of the peak end of term period:

          o Reconciliation of rentals returned against term rentals

          o Follow-up on and billing for non-returned rentals

          o Reconciliation of retail buyback against original estimates

          o Adjusting open to buy for quantities still needed to source

• Buyback and rental return policies and procedures that need to be pre-determined should include:

1. Quality standards for minimum condition of books sold/returned
2. Buying back marked complimentary/desk copies, international editions, and counterfeit course materials
3. Rental reminder communications and timing
4. Non-returned rentals billing process – timing and amount charged for non-returned rental textbooks

• All CS must formally plan the entire course material cycle in advance, setting milestones to establish a timeline, relying on a comprehensive pre-established checklist of critical tasks*.

*To be developed by NACS

General Merchandise Management

• When determining what merchandise to carry, Campus Stores must be intentional with assortment planning to meet customer needs for year-round basics, fashion, and seasonal items, taking into account licensing guidelines, and balancing the assortment with proper inventory management.

• CS may want to consider including apparel and gift items that are not decorated with the school logo, monitoring sales, inventory levels, and turnover closely.

• CS may want to consider a permanent or a temporary pop-up store-within-a-store concept or web-based addition to meet specialty customer needs, as a sublet or managed by the store, such as coffee shop, cosmetics, or other service, documenting any partner relationships with business agreements.

• CS should consider establishing visual merchandising plans in collaboration with suppliers for product categories such as school and office supplies or health & beauty aids, where the basic product selection infrequently changes and merchandise is routinely replenished, using back tags, shelf edge markers, and a prescribed layout.

• CS must be familiar with the specific details of the licensing/brand identity program at the institution they serve, including self-licensed standards or 3rd party licensing agent, fee structure, approved brand guidelines, and enforcement.

• It is essential that CS must monitor product trends and customer preferences as they evolve, including apparel styles, technology products, shifting generational changes, and the store’s customer demographic, before buying new merchandise.

• CS must solicit feedback from students and other customers such as alumni and parents when selecting merchandise to sell, considering requests and recommendations for specific products, by tracking requests, surveys, or conducting focus groups.

• CS must establish clear objectives related to the store’s pricing and profit margin strategy for various categories consistent with the operational performance goals for the store and collaborating with the campus administration, reviewing at least annually as part of the budget development process.

• Campus Stores must develop a marketing and promotional planning calendar as an important component of the store’s overall promotional strategy, integrating key events and activities on campus, regionally, and nationally.

• Wherever possible CS should support the institutional special events or achievements that create merchandise and service opportunities such as VIP visits to campus, author signings coordinated with speakers, athletic team championships, and other special events.

• In addition to the annual budgeting process, CS should update the anticipated sales by merchandise category based upon the actual sales trend to provide the best data used for calculating open-to-buy and to refresh the annual sales projections.

• To limit the risk of excess inventory levels, as well as shortfalls that adversely affect sales, CS must calculate open-to-buy for merchandise categories other than course materials, utilizing refreshed sales projections and current inventory levels. 

• When first selecting a merchandise partner and periodically thereafter CS should consider factors such as: 

1. ethical sourcing and compliance with fair labor standards
2. authenticity of goods
3. vendor type (manufacturer, distributor, rep group)
4. how the merchandise offering compares with products offered by existing partners – to avoid duplication
5. manufacturer and supplier sustainability methods
6. product cost, quality, and terms

• CS should always negotiate business terms with vendor partners, wherever possible and as applicable, including: 

1. cost pricing or discount off MSRP
2. minimum order units and dollars
3. shipping terms
4. payment terms and dating
5. customer service and return policies
6. promotional terms – advertising allowance, display fixtures, signage, etc.

• In addition to maintaining the selection of basic goods that remain current and relevant year-round, CS must also buy seasonally for merchandise specific to a time of year, as well as merchandise tied to holidays and campus events.

• Critical to their success and reputation, CS must actively ensure conduct of all employees is fair, transparent, and free of influence when selecting vendor partners and buying merchandise as follows:

1. complying with campus ethical purchasing policies or guidelines
2. not profiting personally and declining personal gifts or gratuities respecting vendor’s intellectual property and confidentiality for product ideas and designs

• Campus Stores should dedicate and invest time and resources to the creation of an in-store environment conducive to an excellent customer shopping experience, balancing ease of navigation, clear sightlines, coherent merchandise organization, and well-stocked product displays, with attention to accessibility and proactive loss prevention.

• CS should develop strategies to offer a robust ecommerce sales environment, including:

1. a broad representation of the store’s merchandise assortment
2. high quality product web images
3. sales promotions, special buys, or clearance
4. marketing via email and social media, coordinated & promoted in-store
5. excellent customer service with phone, email, and messaging support
6. use of omnichannel systems with real-time inventory, where possible

• To support excellent customer service and promote sales, CS should devote attention to quality visual merchandising practices such as logical product adjacencies, planograms, and category alignment, enticing product displays that invite customer interest, cross-merchandising, professionally produced signage, where appropriate, and frequently refreshing displays.

• Where possible CS should consider remote sales opportunities with event-driven, temporary, pop-up, or seasonal locations such as athletic events or other campus activities, balancing costs, potential net revenue, and goodwill.

• Where warranted by potential sales volume and secure retail space availability, CS should evaluate the potential for, and implement if appropriate, satellite sales locations such as standalone stadium stores, convenience stores, technology stores, shopping mall kiosks, or vending machines.

• In collaboration with campus procurement protocols, CS may want to consider the opportunity to sell select merchandise in bulk quantities, adapting the typical sourcing process, and competitively reducing the selling price and acceptable profit margin accordingly.

Store Operations

Customer Service 

• Campus Stores must provide excellent service (as aligned with the institution’s mission and vision) to all customers – including students, instructors, staff, alumni, and others – and across all points of contact – in person, phone, email, online orders, and social media, and regularly assess the service levels in a reasonable time frame.

• CS must clearly post and communicate the refund and exchange policies including differences for purchases in-store and online for all types of merchandise – in the store, on the store web site, and in materials for essential programs such as new student orientation, and exceptions due to seasonality or other factors.

• When establishing the course materials refund policy and time limit permitted for a full refund the CS must consider the campus add/drop policy for classes, especially as it relates to refunds of digital products, as well as opt out deadlines for Inclusive Access and Equitable Access.

• When establishing hours of operation, CS must consider customer needs and foot traffic, hours for the building and adjacent operations such as food service, adjusting hours seasonally for campus, and special events, while balancing consideration of operational overhead and service expectations.

• Campus Stores should measure the quality of customer service offered using such assessments as feedback surveys, hosting focus groups, administering a “Secret Shopper” service, monitoring net promoter scores, or other methods.

• To be competitive and offer optimal service to online customers, CS must consider internal processes to ensure timely and accurate order fulfillment, including posting announcements impacting order processing due to temporary store closures, and supplementary eCommerce services offered such as in-store or curbside pickup, order tracking.

Logistics - Shipping & Receiving

• Recognizing that shipping costs are a significant cost of doing business, CS must monitor cost trends over time for inbound and outbound shipments, benchmark that data against industry standards, and seek ways to reduce cost, including partnering with a logistics management company and partnering with centralized campus authorities as applicable.

• To promote accuracy and efficiency and reduce potential loss, CS must have documented procedures for moving products to remote events, moving merchandise between off-site storage and the store, and, for multi-store operations, to address intra-store transfers.

• CS must document policy and procedure related to shipping and receiving, including procedural and dress code requirements to minimize employee risk, proper use of equipment, procedures for receiving merchandise, including any that is damaged or defective, test scanning product bar codes, and other pertinent topics.

• CS should determine and document consistent pricing methodology, including retail price rounding and price ending digits, requirements for vendor pre-pricing and bar codes, and methods for marking reduced retail price for items on clearance.

Risk Management

• In conjunction with the campus administration and security, Campus Stores must determine appropriate controls to protect merchandise, cash, and other assets, including consideration of a perimeter security alarm and safe, and judiciously manage employee access to keys, alarm codes, and safe combinations as appropriate.

• CS must establish and document procedures for opening and closing the store to minimize risk, secure assets, prepare retail systems as appropriate, supervise support staff entry and exit, and ensure the store is ready for operation.

• CS must work with the appropriate authorities on campus to develop business continuity plans that ensure preparedness to protect employees, customers, and store assets in the case of weather events, fire alarms, medical emergencies, pandemics, natural disasters, technology and power outages, and situations such as active shooter, robbery, or burglary, including evacuation plans and securing the store as appropriate.

• CS should establish policies that designate appropriate secure areas for customers and employees to store personal belongings while shopping or working, as appropriate, including lockers, bag checks, book drops, or other methods.

• To reduce risk and prevent loss, CS should designate specific locations in back-office storage and employee work areas that keep merchandise inventory separate from supplies expensed for store use and designated employee break areas, including storage of personal food or beverages.

• In collaboration with the campus administration and risk management authorities, CS must maintain appropriate coverage for the merchandise inventory, liability, and any other insurance required to protect the employees, customers, and assets.

• CS should establish a clear policy and facility that addresses a customer’s need to try on apparel, including mirrors installed on the sales floor, procedure and security for trying on merchandise outside the store, or in-store fitting rooms as appropriate.

• CS may choose to control merchandise inventory that is costly and/or at high risk of theft by employing an electronic article surveillance (EAS) system that includes electronic tags and entrance/exit monitoring gates, non-electronic ink tags, secured cases or storage areas, or peg hook locks, all carefully documented to address tagging standards and removal, alarm responses, customer access to secured products, and balancing risk management with quality customer service.

• Campus Stores may want to consider staffing dedicated to store security, including security camera monitoring, year-round where warranted, or at peak times in the business cycle to help prevent theft, monitor store entry and exit, and other duties.

• CS must carefully document the process for apprehending or taking actions with an individual for theft or fraud, including differentiation between students, staff, and outsiders, and collaboration with campus police, Dean of Students, and local police (if needed).

• CS must institute a system of checks and balances that routinely monitor accounting transactions to detect irregularities that may indicate fraud or theft, including purchases, refunds, voids, and buyback, daily safe counts, policy compliance, POS discounts, merchandise markdowns, shipping and receiving, or other suspicious activity.

Operational Planning

• To prevent unnecessary inventory shrinkage, CS must establish clear policies and procedures for marking inventory out of stock for store use, for use for promotional products or donations, and other purposes not related to merchandise sales.

• CS must effectively manage the purchasing and inventory of items including shopping bags, boxes, shipping supplies, printer paper, and other operational support supplies to mitigate unnecessary costs.

• Campus Stores should consider all potential tender types for acceptance as a form of payment in store and online, especially including student financial aid, integrated with the institutional ERP systems when possible, and emerging payment technologies as they become available.

• When working with student data of any kind, CS must be aware of and comply with institutional privacy protocols and the Family Education and Records Privacy Act (FERPA) in the U.S. and the provincial equivalent laws in Canada, such as the Freedom of Information and Protection of Privacy Act (FIPPA) in Ontario and British Columbia.

• Due to the significantly increased online order volume typically experienced during the peak periods and customer’s heightened time sensitivity, CS must plan effectively for the necessary resources required to maintain timely and efficient processing and communicate appropriately to enhance customer satisfaction.

• CS must be aware of important events in the life of the institution such as new student orientation, commencement, athletic events, and other campus-wide activities, and proactively seek ways the store can be engaged directly, planning, and preparing accordingly to participate in supporting the success of the event.

• CS must replenish merchandise from overstock locations as part of routine daily floor maintenance to meet customer needs, avoid lost sales, and present a professional appearance.

• To successfully meet the needs of students and faculty during peak periods such as the start of a new term, also known as “rush”, CS must plan and prepare well in advance, using checklists* and establishing timelines for completion of critical tasks.

*To be developed by NACS

Store Environment 

• To offer the best possible service to their customers, Campus Stores must consider all aspects of the store’s presentation, addressing ongoing maintenance and replacement as needed, including such items as:

1. Background/overhead music – appropriate genre and volume
2. Cleanliness and housekeeping of floors, windows, and fixtures
3. Heating and cooling – maintaining a comfortable temperature
4. Lighting – bulb replacement and directed spotlights
5. Permanent and temporary store signage
6. Strategic placement of temporary and moveable display fixtures
7. Sufficient staffing and adherence to store’s dress code
8. Visual display of merchandise, including display windows

• CS must be aware of and comply with institutional sustainability efforts and regulatory guidelines, such as responsibly recycling office and packing materials, giving attention to product packaging, shopping bag materials, and providing reusable alternatives to plastic bags.

• Campus Stores must contribute to student success and development by providing products, services, and transaction models, especially related to easy access to and efficient distribution of affordable course materials, liaising with instructional staff for those requirements, supplementary materials, and study aids, managing the online and in-store transactions, including the timely application of student financial aid as a form of payment.

• CS should provide a stress-free and student-centric retail environment that supports student success by offering a robust selection of merchandise, excellent customer service, being knowledgeable about other campus areas to effectively answer questions or make referrals, providing convenience items such as health and beauty aids, food and beverages, and informal study or collaboration spaces, where appropriate.

• CS must support student and institutional success by providing a professional, attractive, and inviting retail environment that helps to build institutional pride and affinity through branded merchandise, offering excellent customer service for store and campus services, and supporting donations and discounts to student organizations when possible.

• Depending upon the type of assessment Campus Stores must establish a documented schedule for the timing of data collection that is coordinated with institutional standards, the campus calendar, and store cycle – per academic term or annually.

• CS must collect and assess stakeholder feedback using data collection methods such as focus groups and surveys – of student customers, faculty and staff, store employees, alumni, campus partners, and student’s families or supporters to determine how well the CS is delivering on its primary mission as a campus store.

• CS must utilize quantitative and qualitative assessments using established campus store industry metrics and key performance indicators when evaluating store operations, including financial performance and service metrics in the areas of course materials, general merchandise, and customer satisfaction.

• When interpreting assessment results, CS should account for the cost of employees that are charged to the store, but the employees perform work for another campus department so that the CS can be fairly evaluated based on the resources allocated to its operation.

• CS must utilize comparative results from benchmarking when completing an assessment, including documentation of the demographic profiles of the institutions compared, providing complete context and interpretation of the benchmarking comparisons.

• CS must summarize annual assessments for the campus administration and other key stakeholders, including quantitative results, store innovations, accomplishments, and current challenges.

• Whenever possible, CS employees must participate with diversity, equity, and inclusion related activities and committees on campus, and may want to consider establishing a DEI committee within the store with representatives from various campus groups or appointing a diversity liaison/coordinator from the staff who represents the store.

• Campus Stores should encourage and monitor vendor partner alignment with the institution’s access, equity, diversity, and inclusion policies, programs, and initiatives wherever reasonably possible.

• CS customer service and loss prevention policies and practices must not be discriminatory, evaluating potential incidents based upon behaviors.

• To maintain management continuity Campus Store leadership and administration must create a specific succession plan for essential positions in the store, reviewing and updating the plan annually or when there are staff changes, incorporating professional development and advancement of internal staff, and engaging campus and external resources, as needed.

• Formally and informally, experienced CS professionals should seek opportunities to mentor campus and industry colleagues and may also seek mentors to help them grow professionally.

• CS leaders must encourage open communication between staff and leadership and invest time in listening to employee feedback to create a collaborative environment of transparency and mutual trust.

• To maintain business continuity Campus Store leadership and administration must create a succession plan for essential positions in the store (reviewing and updating the plan annually or when there are staff changes) incorporating cross-training, professional development, and potential advancement of internal staff as components, as well as engaging campus and external resources, as needed.

• CS must delegate to and empower staff when appropriate, encouraging staff to take on new tasks as part of their learning and development, consistently coaching the employees to help them succeed.

• Campus Stores must promote the store’s benefits to the administration, campus community, and specific functional areas, identifying the value the store brings to the institution.

• CS should proactively seek to represent the store in relevant campus committees and strategic initiatives to increase visibility and become an integral part of the campus fabric. 

• CS must regularly participate with regional or national conferences, education, and trade shows to stay current with industry changes, vendors and merchandise offerings, network with colleagues, benchmark best practices, seek new opportunities, and advance their professional development – encouraging the same participation for their staff wherever possible.

• CS leaders must routinely review campus, state/provincial, regional, national, industry and higher education publications, newsletters, and other communications to stay in touch with new trends, innovations, and other developments.

• CS leaders must not only be adaptable and willing to lead change, but also proactively seek opportunities to innovate, collaborating with the campus administration and taking measured risk where necessary, for the improvement of the services offered.

• Campus Stores must schedule staff to maintain sufficient employee coverage to fulfill the mission of the store, utilizing prior activity reports to anticipate need, and accounting for extended or reduced hours, peak periods, and special campus events as they affect customer traffic, within norms of fiscal responsibility and budget constraints.

• Taking into account student demographics and diversity, CS should consider employing students in support of the academic mission and student development, including creation of experiential education such as internships, coops, leadership, and management-in-training positions, and hiring work study students, where permitted.

• CS must collaborate with institutional human resources when they have employees who are governed by a collective bargaining agreement, be knowledgeable about and comply with those agreements, engaging with union leadership as appropriate.

• CS must comply with institutional processes and clearly define and document employee responsibilities and authority with functions that may have legal or financial exposure, such as execution of contracts, access to and management of cash or other financial equivalents, approval of expenses, and purchase orders.

• CS must comply with institutional loss prevention and human resource processes related to confidential employee feedback, and in absence of such programs CS may want to engage confidential feedback programs that permit employees to share workplace concerns such as unethical or dishonest behaviors, discrimination, and harassment.

• CS must create a work environment that promotes open communication, transparency, timely and appropriate response to employee inquiries and concerns, and inclusiveness that engenders a sense of belonging for all.

• CS must conduct a thorough onboarding of all new employees that includes training in specific job duties, and also aspects such as store policies and procedures, customer service expectations, dress code requirements, and attendance standards, including formal documentation through an employee manual where possible.

• CS should include retail-specific topics in employee training such as selling, product knowledge, returns, product merchandising and replenishment, fraud prevention, and loss prevention – including shoplifting and employee theft.

• CS must cross-train employees wherever possible and applicable to their current or future role to provide backup and business continuity.

• Store leadership should seek out and be involved with industry associations to stay current with industry changes and encourage the same participation for their staff, making connections and seeking new opportunities through applicable industry conferences – both retail and collegiate.

• In addition to attending industry conferences, CS leadership should provide professional development opportunities for other staff such as campus, local, or online programming.

• CS must comply with institutional programs and clearly document policies related to employee use of store resources for personal interests such as the use of company equipment, computers, Internet access, package shipments, phone system, and store supplies, and communicate those policies to employees.

• CS must document and provide for employee safety to minimize risk of accidental injury through operational guidelines, dress code requirements, and training in areas such as lifting heavy objects and use of shipping and receiving equipment including carts, hand trucks, pallet jacks, and forklifts, and communicate this information to employees, providing training in conjunction with the institutional risk management office as appropriate.

• To maintain viability and stay current with industry developments it is critical that Campus Stores must actively participate with state, regional, or national associations and conferences to collaborate and build relationships with peers and business partners, generating a return on the participation investment through the best practices and information shared.

• CS must continually assess and promote the value of the services provided to proactively generate support with campus administration and other key stakeholders, including:

1. Course materials affordability programs that save students money and promote student success
2. Promoting the institutional brand and individual affinity for students, families, prospects, alumni, and others through imprinted merchandise
3. Raising awareness of the service levels and net income generated and how that is reinvested in the institution
4. Educating internal stakeholders about the administration’s income expectations and the realities of the store’s cost recovery model
5. Generate potential support for services that can be provided to internal departments, driving business and customer traffic to the store

• CS must engage with the student government leaders, leadership of student organizations, and other student governance leaders as applicable to raise awareness about the store’s services and benefits, and to establish open lines of communication.

• CS must proactively seek potential business partners that offer products and services for diverse groups, aligned with institutional priorities, through industry associations contacts, as well as companies outside of the campus store industry.

• While these contacts may vary based upon each unique institutional culture, CS must proactively build relationships and collaborate with key departments on campus; some examples are admissions, academics, athletics, alumni, marketing, licensing, family & first year programs, library, financial aid office, and student affairs.

• CS should actively collaborate with faculty and students as it relates to student projects where the campus store may serve as a resource and learning laboratory.

• CS should ensure a two-way dialogue with business partners to share future plans and needs in advance, offer feedback about successful performance, communicate concerns and suggestions for improvement.

• CS must regularly solicit, analyze, and act upon feedback from customers, faculty, and other campus partners about their needs and experiences to ensure the appropriate mix of merchandise and services, using research and feedback tools such as periodic surveys and focus groups.

• Campus Stores must communicate with campus stakeholders, about the products and services offered, such as the selection of business partners, merchandise assortments, and meeting financial and service goals, in alignment with the institutional mission, culture, and strategic plan.

• All CS must develop strategic communication plans targeting students and their supporters, as well as faculty, to address course materials topics including affordability, access, format, and relevant policies and procedures.

• CS should reflect and align with the campus community concerning cultural, religious, racial, socioeconomic, and other aspects of identity, such as holiday recognition and products offered.

• CS professionals should seek to contribute, learn new skills, and expand their network through volunteering for industry leadership opportunities both regionally and nationally.

• CS should consider the stakeholder audience targeted by outreach, tracking the contacts so no groups are missed, and planning for a regular and strategic cadence of communication.

• CS must comply with institutional policy and governmental regulations regarding the retention of financial, human resource, legal, and other records as applicable.

• CS must comply with and monitor employee participation in all institutionally required courses as applicable, including harassment prevention, anti-discrimination, ethics, fire safety, and other safety courses, including those applicable to shipping/receiving and stockrooms such as foot protection, use of forklifts or pallet jacks, and lifting best practices to avoid injury.

• CS must comply with institutional policy or otherwise establish store policy regarding a clear separation of duties for protection of inventory or other assets and to prevent loss, including creation of new vendors, ordering, receiving, and processing payment, cash register and online sales, refund, and buyback transactions.  Small stores with limited staff should consult with campus administration and may be able to collaborate with another functional area to achieve compliance.

• CS must implement and maintain policies and procedures appropriate to maintain the security of assets and protection of sensitive data by tracking and controlling access to back office, non-public areas for visitors, delivery services, maintenance workers, and campus employees not employed by the store, including security and supervision of receiving and employee entrances.

• CS must comply with institutional ethics policies related to solicitation and acceptance of gifts or services of any kind from vendors or individuals that could result in some type of favorable treatment or awarding additional business beyond what would be reasonably expected also known as “quid pro quo” and, in absence of an institutional code of conduct, should establish a clearly defined store code of conduct for all employees to follow.

• CS must comply with institutional policies related to nepotism and favoritism, and in the absence of such, establish store policy that prohibits employment of relatives in a direct reporting position or chain of command and requires transparency in approval processes so that all business decisions are made based upon objective merit, not personal feelings, or relationships and to avoid the appearance of a conflict of interest.

• CS must support institutional compliance with U.S. Title IV federal Cash Management 34 CFR Subpart K regulations of the Higher Education Act (HEA) including the distribution of course materials and supplies in a timely manner for eligible students, prorating or unbundling books and supplies when applicable across courses of study, provide appropriate documentation for settling ledger account balances with external federal, state, and local financial aid agency funders in the U.S. and applicable Canadian laws and guidelines at the provincial and/or federal level of distribution of financial aid funds.

• CS must adhere to sound, reasonable, and fair ethical and legal standards to foster honest and fair treatment of customers when developing sales promotions by establishing and communicating clear guidelines with sufficient opportunity to participate, avoiding “bait and switch” and other unethical approaches.

• CS must maintain clear ethical standards when referring to business competitors and suppliers, making only truthful statements, not false or exaggerated statements that might make the store look good to result in retention of a sale.

• CS must report to institution crimes that occur in the store that meet the reporting definitions of the Cleary Act in the U.S., whether on campus or off campus, including burglary and robbery and equivalent institutional, provincial, and federal requirements for reporting campus crime and safety information in Canada.

• CS must provide institutions with cost estimates for books, supplies, equipment, and technology as requested by institutions for their establishment of cost of attendance budgets per Title 20 of U.S. federal Code § 1087ll and for other purposes and equivalent institutional, provincial, and federal regulations in Canada governing cost of attendance reporting.

• CS that employ students funded through work-study programs must comply with applicable regulations and rules specified by Title 20 U.S. federal Code § 1087–53 and state level regulations as applicable and equivalent institutional, provincial, and federal regulations in Canada governing financial aid funded student employment programs, including the Canada Summer Jobs Grant.

• CS must ensure compliance with all applicable campus, local, state/provincial, and federal laws, regulations, and guidelines applicable to store operations, such as health codes for the sale of food products, occupancy limits, consumer pricing requirements, and prohibitions against collusion on pricing.

• CS must ensure compliance with the sales tax a store is required to collect and pay based upon the laws of local, county, state/province, federal and other governmental authorities, such as any differences between in-person/local purchases and orders that are shipped outside of the local area of the store (nexus), exemptions for specific customer groups, exemptions for specific types of products, and periodic “tax holidays”.

• CS in the United States must ensure compliance with the laws and regulations regarding the “Unrelated Business Income Tax” and work with the campus administration to determine the applicability, calculating and making payment as needed.

• CS in Canada must ensure compliance with the parallel importation laws governing the use of distributors in certain situations when making purchases of course materials for the store.

• CS must ensure compliance with laws, regulations, and guidelines related to marketing, advertising, endorsements, influencers, reviews, email opt-in/opt-out and anti-spam compliance, such as “CAN-SPAM Act” and “The Card Act” in the US and “CASL” in Canada.

• CS must review the legal authority of the store with campus administration and legal counsel (as applicable) and document who is authorized to enter into and sign legal agreements, such as any dollar value thresholds, purchase orders, signing formal contracts, non-disclosure agreements, and authority to grant exclusive purchase rights.

• CS must ensure compliance with institutional policy and external regulations regarding the use of licensed and trademarked brand identities, such as logos, names, images or likenesses, the pre-purchase artwork and product approval process, and payment of royalties as appropriate.

• CS should be aware of the compliance records of business partners that manufacture products with regard to the working conditions of their employees and be sensitive to the engagement of “fair labor” organizations, such as the Fair Labor Association (FLA), Workers Rights Consortium (WRC), United Students Against Sweatshops (USAS), and other groups.

• In addition, CS must ensure that all employees are made aware of campus, store, and industry policies, procedures, and practices related to ethical standards through regular ongoing training.

• In addition to protecting the privacy of student data, CS must protect the privacy of personally identifiable data (PID) for all customers associated with in-person and eCommerce purchase and return transactions, and document these protection guidelines to ensure employee awareness, consistent with related campus policies.

• Campus Store (CS) management must strategically prioritize the implementation of ecommerce services offered to customers including but not limited to:

1. a comprehensive product selection
2. multiple payment and delivery options including in-store pickup
3. intentional merchandising and regular promotions
4. marketing plan support that promotes visibility, engagement, and customer satisfaction

• CS must regularly maintain products offered for sale on their ecommerce site that:

1. are appropriate for online sales
2. are representative of the store’s merchandise assortments 
3. include high-quality images
4. have complete product descriptions
5. are refreshed as the store assortment changes – adding new items and removing items that have sold out

• CS may choose to utilize software from another campus department or disparate suppliers for accounts payable, adoption management, e-commerce, general ledger, or other functions when the store’s retail system doesn’t meet the retail operation needs.  These tools should be integrated wherever possible to reduce manual processes and the potential for human error.

• CS must utilize a system for managing employee timekeeping and processing payroll that secures sensitive employee information, either as part of the campus system or as a stand-alone platform for stores that are not owned by the institution.

• CS must consider both integrated and manual workflows when working with suppliers, service providers, and/or campus partners including, for example:

1. transmitting & receiving data
2. utilizing electronic data interchange (EDI)
3. coordinating digital content delivery and transactions
4. integrating with shipping service providers 
5. reconciling financial transactions and payments

• CS must maximize the investment that has been made in essential technology and software by having formal ongoing employee training plans, taking full advantage of vendor-supplied programs and documentation, staying current with enhancements and product releases, and cross-training employees.

• CS must be aware of the backup process for cloud-based systems when managed by the vendor and have a plan for maintaining alternative operations when service is disrupted by an Internet outage.

• CS must investigate potential integration opportunities between the retail management systems and essential campus ERP systems such as the student information system, financial aid administration, accounts payable, campus card, and learning management systems to provide a seamless experience for students and eliminate costly manual entry processes.

• CS must monitor all releases and product enhancements made by technology partners, evaluating how the changes apply to the current use of technology, and where appropriate, implement process and/or procedure changes so that the enhancement can benefit the store’s constituents or improve store efficiency.

• CS must establish an ecommerce operational plan that includes the ability to process orders on a timely basis, has established procedures for out-of-stock items, customer service and returns, customer communication, and includes basic employee skill training on troubleshooting order exceptions.

• CS should take into account the design of the store web and eCommerce sites and the fact that many of their customers will interact with it using a mobile device or tablet with a variety of screen sizes, using responsive web design principles to create an optimal customer experience.

• CS may want to employ customer relationship management (CRM) technology to track interactions and personalize relationships, integrating where possible with eCommerce sales data and targeting specific audiences with strategic marketing initiatives.

• CS must comply with institutional guidelines for system and data security and supplement as needed with department policy, to protect the integrity and security of data, and to prevent practices such as sharing user logins and passwords.

• CS must work with their retail system provider and campus IT (for ERP systems) to enable extraction of essential financial performance data to participate with industry financial surveys and benchmark results to identify potential improvement opportunities. 

• CS must supplement the documentation provided by retail system providers to document local practices, workflows, guidelines, and best practices that identify the specific way systems are used by the store to promote efficiency, consistency, and to support employee training and succession.

• CS must coordinate cyber security safeguards with institutional information technology data security, eCommerce services, and web site providers to protect against cyberattacks and unauthorized data access, and institute internal controls to detect and prevent fraudulent eCommerce orders.

• CS must comply with institutional policy, support institutional compliance with federal, state, and provincial accessibility laws and regulations, including Section 504 of the Rehabilitation Act and the Americans with Disabilities Act (ADA) in the U.S. and equivalent regulations in Canada.  The CS must determine the accessibility parameters applicable to the store’s operations, and maintain services that are accessible to individuals with disabilities for the digital content that they sell, including through web, eCommerce, and social media sites, and entry of “alternate text” for every image.

• CS should consider using chat and text message functionality as a supplement to their eCommerce site and customer contact methodology, offering virtual customer service where possible.

• CS must have a documented plan for maintaining business continuity and managing the operational alternatives with regard to retail systems due to uncontrolled power and network connectivity outages in the store, campus, or technology partner, including alternate payment card processing methods.

• Campus Stores should be located in a high traffic location that is convenient to customers, with easy accessibility to parking or transit options, nearby access to a loading dock to efficiently manage shipments, access to trash and recycling collection, and with sufficient secured storage space – preferably within the store.

• CS must be involved in new store design and renovation plans to advise architects and store designers on specialty needs specific to retail sales, including functional space allocation, customer accessibility, store fixtures, security, lighting, visual display, and operational needs for seasonal flexibility.

• CS must consider the ability to adapt the store and additional spaces outside the store to maximize flexibility by selecting moveable fixtures, remote sales locations, and designing power and network infrastructure that permit seasonal uses such as peak periods, special events, and pop-up sales.

• CS design must create an open, inviting, and well-maintained space with lighting and appropriate audio that meets retail standards, fixtures and store layout that are appropriate for the products to be displayed, and attractive graphics that complement the fixtures, products, and space.

• CS must focus attention on the importance of store signage to store design and ongoing operations, including eye-catching exterior signage, as well as interior signage appropriate to the store size such as overhead merchandise department and service area signs, policy signage, and point-of-purchase (POP) signs, coordinating with and adhering to campus branding guidelines, avoiding negative, excessive, unnecessary, and handwritten signs, periodically reviewing and updating as needed.

• All CS should measure sustainability data for the evolution of course materials, tracking the growth and impact of sustainable alternatives to the purchase of printed course materials including shipping, staffing, and space requirements, and this data should be reported to the campus administration.

• CS must comply with campus accessibility requirements, including those requirements that address federal standards such as the Americans With Disabilities Act (US) and the Accessible Canada Act (ACA).  This is especially important to Campus Stores because of varying aisle widths, changes to the layout of permanent fixtures, use of moveable fixtures, store entryways, and signage, and should be reviewed daily for compliance.

• CS must comply with institutional policy and secure the campus store spaces to prevent inventory and other asset loss and to protect privacy of sensitive customer and financial records, including the security of a cash/accounting office, use of perimeter security alarms, and video camera monitoring systems.

• CS staff must distribute information and train all appropriate staff on the procedure for reporting routine and emergency maintenance and facility needs, during normal operational hours and at other times, to facilitate a prompt and efficient response, reducing potential loss and damage to inventory and space as well as safety concerns.

• The campus store’s mission is to provide products and services that support students, the institution, its stakeholders, and the campus community, creating a positive affiliation with the institution, promoting campus pride, and enhancing student engagement, development, and success.

• Campus Stores must collaborate with the campus administration to define the store’s mission by affirming the financial model and expected outcome of the store to generate net income, break-even, or receive institutional support in support of high service.

• CS must consider their stakeholders when communicating about the store, utilizing terminology that will be clearly understood by the audience, avoiding jargon and acronyms that may be specialized or industry-specific, and appropriately explaining the terms fully as part of the communication.

• CS must collaborate with the campus administration to consider the importance of affordability of course materials in the context of the store’s mission as it impacts student access, development, learning, and success.

• CS must define the wide range of products and services to be provided in collaboration with the campus administration, with feedback from other key stakeholders, and in the context of the unique institutional characteristics, demographic, and campus culture. 

• CS must determine, in collaboration with the campus administration, the store model that will best meet the needs of the students and institution, such as traditional comprehensive stores that provide course materials and general merchandise in-store and online, hybrid arrangements with an exclusively virtual course materials store paired with a physical store for general merchandise, and specialty stores that focus on product lines such as technology or convenience store items.

• CS should explore the feasibility of shared services and spaces involving complementary functions within a campus environment and with nearby or affiliated institutions as a strategy to provide enhanced services, build operational synergy and foot traffic, add value, and to improve productivity and performance.