Buying Behavior   Tom Ryan, “The Buckle Bucks the Recession,” Retail Wire, May 19, 2009. In its competition with American Eagle, Hollister, and Abercrombie & Fitch, The Buckle stands out by virtue of its 21 consecutive months of double-digit same-store growth. The retailer’s merchandise mix consists of 70 percent national brands, such as Big Star, MEK, Lucky Brand, Silver Hurley, Billabong, Affliction, Roxy, and Ed Hardy, and 30 percent private labels. Other retailers, like Abercrombie & Fitch and American Eagle, carry their own store brand, which may not be able to sustain the same excitement as national brands. Additionally, the Buckle’s inventory management system enables it to receive daily deliveries to keep the merchandise fresh. The Buckle’s sales staff work on commission to motivate them to engage with customers. The staff are trained to find out what the customer likes and then encourage them into fitting rooms, where sales associates can bring more selections for their consideration. This level of service is unheard of at American Eagle, Hollister, and A&F, where sales associates may unlock a dressing room, but gathering merchandise is strictly on a self-service basis. Merchandise selection and service levels create a sustainable competitive advantage for The Buckle, a 50-year-old chain that has not expanded very quickly. No stores appear in New York City or other major metropolitan areas. By keeping service levels high, it has managed to maintain a customer-centric retailing approach and an image for good value, even though the prices are by no means low.