Retailing Management Analysis, Planning and Control
The purpose of this book is to explore the implementation issues of strategic and operational retailing management decisions. It does so first by examining how the retail business functions and the structural influences on decision making. Retailing is a
- PDF / 33,513,210 Bytes
- 358 Pages / 439.37 x 666.142 pts Page_size
- 4 Downloads / 189 Views
Also by David Walters RETAIL MARKETING (with D. Cook) RETAIL MARKETING MANAGEMENT (with D. White) RETAIL OPERATIONS MANAGEMENT (with D. Harris) STRATEGIC RETAILING MANAGEMENT STRATEGY IN RETAILING (with D. Knee)
Retailing Management Analysis, Planning and Control David Walters
Marketing Subject Leader, European Business School
M
© David Walters 1994
All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terns of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London WIP 9HE. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. First published 1994 by THE MACMILLAN PRESS LTD Houndmills, Basingstoke, Hampshire RG21 2XS and London Companies and representatives throughout the world
ISBN 978-0-333-60806-7 ISBN 978-1-349-23488-2 (eBook) DOI 10.1007/978-1-349-23488-2 A catalogue record for this book is available from the British Library. Antony Rowe Ltd Chippenham, Wiltshire
This book was written during a period of personal difficulties and it is time to say that without the moral support of Lynda, of my family and the Wrights, it may never have been completed. It is dedicated to them all with thanks. They are owed much more than I can ever repay.
Contents List of Tables and Figures
xi
Acknowledgements
xv
1 Understanding How the Business Makes Decisions: Corporate Strategy, Critical Success Factors and Strategy Implementation 1.1 1.2 1.3 1.4 1.5
PART I
Understanding the Business and its Customers' Responses Strategy: Development and Implementation Evaluating Strategic Options Implementing Strategy: Identifying Options Critical Success Factors: a Format for Determining Competitive Advantage
Increasing Sales from the Existing Customer Base Increase Sales by Expanding the Customer Base
3 Managing Gross Margins 3.1 3.2 3.3
Merchandise Selection: Meeting Customer Expectation Financial Considerations Supply Chain Considerations
32 33 38
42 48 51
SS
Branch Operations Distribution Operations Field Management Activities
S Managing the Cash Generation Activity 5.1 5.2
20
42
4 Managing Operating Margins 4.1 4.2 4.3
2 5 6 19
UNDERSTANDING THE BUSINESS
2 Customer Expectations, Retail Response: the Components of Sales Volume 2.1 2.2
1
55 59 61
63 63
Uses for Cashftow Sources of Cash
69
vii
Contents
viii
6 Strategic and Operating Economics of the Business 6.1 6.2 6.3 6.4
Sources of Economies of Scale Diseconomies of Scale Factors Affecting Capacities and Costs of Implementing Strategy The Economics of Market Share and Volume
7 The Retail Business as a Component in the Supply Chain 7.1 7.2 7.3 7.4
The Supply Chain Distribution Management Operations Management Sourcing Decisions
8 The Reta
