The thing I hate the most about FF is the amount of effort put into it vs the resulting sales amount. My store runs somewhere around between $850k-$1M a week and the FF accounts for maybe $2k at best. That means FF accounts for .24% of our weekly sales. That small of an amount makes it nearly impossible to determine if it's really an increase over what we would have sold without it.
The majority of the FF product I pull are ad items. I find it hard to believe that the FF program is what drew them in rather than the guests using it as a reservation system to make sure it wasn't sold out before they drove to the store. The guests were just as likely to come to Target anyways for those items. Hell, it may even hurt us because instead of those guests having to walk the floor to locate ad items (and thereby be exposed to all kinds of endcap product) they can walk straight in the door to the service desk without passing a single display. There's a reason Wal-Mart has their layaway desk in the back of their stores.
We spend probably a good 5 hours a week doing FF pulls (less than an hour a day, I may be lowballing that figure) + whatever time GS spends getting the items back out for guests + the amount of time spent by ETLs checking the PDA and calling backroom to follow up on the program. All of that time spent to MAYBE increase sales by $2k. Even if that $2k was all stuff that wouldn't have sold anyways (being mostly ad product), that's a good 5-10 hours spent not pulling CAFs/outs from the back, not pulling sales floor requests from the back, not helping other guests in line at the service desk, not helping other guests on the floor, and 1 more thing the LOD has to mess with rather than following up on something that is probably more important/profitable.