By Christine Cuthbertson, Dr Jonathan Reynolds
The publication is made unique by way of the presentation of practitioner perception allied with educational underpinning to create a robust new framework of surprising breadth and intensity. The ebook communicates modern retail idea from the views of either senior foreign outlets and professional observers.
It is dependent round 4 sections:
* part I : retailing in a world context
* part II: chapters from college at Templeton university in Oxford outlining the main matters with assessment questions, dialogue subject matters, assignments and additional reading.
* part III : a different sequence of extensive interviews with senior executives within the world's significant shops carried out via the Oxford Institute of Retail administration. each one case is subsidized up by means of corporation and area info to illustrate the altering retail and international environment.
* part IV: A precis and assessment with extra routines assignments and prompt reading.The publication is an leading edge and powerful new textual content for either scholars and bosses desiring to appreciate the complexities of the newest international advancements and pondering.
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Additional info for Retail Strategy: The View from the Bridge
EDLP stores in general compensate for their small range of price fluctuations by offering limited product ranges in certain categories. Branding and the development of retail brands The use of branding has been a major historical source of supplier power. Whilst branding has come late to retailing, it is one of the most important elements of retail strategy today. The expression of the retailer as a brand serves as a means of articulating its strategic positioning choices. The traditional dominance of simplistic ‘product-price’ announcements once reinforced commentators’ views that the sector was a relatively unprofessional proponent of marketing principles: ‘Each store sings the same song .
This may be because the manufacturer switched promotional expenditure for the product to other retail stores. The effect of these 11 delistings appears to benefit both the retailer and the manufacturer. In 5 of the 16 cases (31 per cent), manufacturers’ overall sales plummeted below the loss expected from one retailer delisting. As the retailer did not suffer a similar loss of sales, this implies that customers substituted other products rather than switched stores. In France, analysis of sales patterns for delisted products is quite different.
For example, Verbeke et al. (1997) carried out two such experiments by delisting five leading branded products from five different categories in two Dutch grocery stores (with and without nearby competition). The purchasing patterns of 590 customers were analysed. 9. An average of 55 per cent of customers substituted other brands, 25 per cent switched stores and 20 per cent postponed the purchase.
Retail Strategy: The View from the Bridge by Christine Cuthbertson, Dr Jonathan Reynolds