Así funciona ROSS | El imperio de $22 MIL MILLONES en ropa y DESCUENTOS

Executive summary

Ross’s off-price model combines opportunistic buying, low operating costs, and rapidly changing store assortments to offer discounts—typically 20–60% below prices at many department and specialty stores. Rather than creating a conventional, predictable retail experience, Ross turns limited and shifting inventory into a “treasure hunt” that encourages customers to browse and buy when they find something appealing.

Business playbook

• Source merchandise through multiple channels. Ross buys production surpluses and canceled or reduced orders, but it also purchases directly from manufacturers—including merchandise produced specifically for its orders and items under Ross or supplier brands. The video cautions against assuming the assortment consists mainly of defective or unwanted goods.
• Trade supplier benefits for favorable purchasing terms. Ross can offer suppliers a simpler way to move large volumes. It may waive returns on unsold merchandise, avoid seeking advertising support, and accept bulk shipments at distribution centers rather than requiring individual store deliveries.
• Buy for demand, not just for a low cost. Buyers assess brand appeal, the likelihood that customers will want the product, price, and order quantity. A bargain that does not sell is not a good buy. Ross had more than 800 merchandise employees at the end of fiscal 2025, supported by buying offices in New York, Los Angeles, and Boston.
• Use assortment variability as part of the customer proposition. Ross typically does not buy enough of a limited product batch to stock every store, so locations differ. New merchandise arrives roughly three to six times per week. Scarcity—and the possibility that an item will be gone on a return visit—can encourage customers to purchase immediately.
• Hold inventory for the right selling season (“Packaway”). Ross may buy attractive merchandise out of season and store it for later, usually for less than six months. Some items may be held until the same season the following year. Packaway represented about 37% of inventory at the end of fiscal 2025.
• Move goods through a tiered distribution network. Products are received and sorted at processing facilities, routed through regional facilities near stores, and delivered to branches by contracted carriers. Separate warehouses hold Packaway goods.
• Build the discount in twice. Ross aims to buy at a lower cost than traditional retailers and then apply a smaller markup. The video’s illustrative example compares a bag bought for $20 and priced at $35–$40 with one bought by a traditional retailer for $30 and priced at $60. These are hypothetical numbers, not reported prices.
• Manage inventory turnover, not only item-level margin. Ross monitors how quickly categories sell and may mark down products that linger. Lower prices can clear shelf space for fresh goods, so the goal is also to free up inventory and selling space.
• Keep store costs lean. Stores emphasize self-service, simple fixtures and signage, limited elaborate displays, and rented locations that often require few modifications. The operating model avoids the expense of luxury-style stores and high-touch service.
• Avoid relying on a stable online catalog. Ross does not sell its merchandise online, explaining that fast-changing inventory is difficult to represent in a reliable digital catalog. Product discovery instead happens in stores.

Scale, metrics, and plans

• Sales: $22.751 billion for the fiscal year ending January 2026.
• Net profit: The subtitles state approximately $2,145,000; the figure’s unit appears ambiguous in the transcript.
• Store base: 1,952 locations as of July 2026. Ross believes it could eventually reach approximately 2,900.
• Expansion: About 110 openings planned for fiscal 2026, including roughly 85 new Ross Dress for Less stores.
• Employees: Approximately 111,000 across Ross Dress for Less and dd’s Discounts.
• Category mix: Home, bed, and bath products account for roughly one-quarter of company sales. Women’s apparel contributes approximately 26%, according to the video’s closing trivia answer.

Risks and takeaways

Ross’s model depends on consistently finding appealing merchandise, estimating demand and order quantities well, and keeping inventory moving. Buying too much of weak products can trigger markdowns; rising costs, tariffs, or supply-chain disruptions can pressure margins. The company also competes with other off-price retailers, outlets, and large retailers for attractive deals. For some brands, frequent discount exposure may dilute exclusivity, prompting limits on off-price sales.

Actionable lesson: The video’s central operating principle is to coordinate purchasing, distribution, pricing, and store costs—not simply to offer low prices. Ross’s assortment is unpredictable by design, while its underlying buying and inventory processes are intended to make that unpredictability commercially useful.

Presenters and sources: The video is narrated by JPaniagua Docs; no individual guests are identified. The narration refers to Ross Stores’ company descriptions and business figures but names no other specific sources.