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Journal articles on the topic 'Company stores'
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1
Fishback, Price V. "Did Coal Miners “Owe Their Souls to the Company Store”? Theory and Evidence from the Early 1900s." Journal of Economic History 46, no. 4 (December 1986): 1011–29. http://dx.doi.org/10.1017/s0022050700050695.
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Although coal companies may have tried to exploit a local-store monopoly, company-store prices in nonunion areas were appreciably limited by competition from other stores and mines in the same labor market. Company stores persisted in part by lowering transactions costs. Prices at company stores were generally similar to those at nearby independent stores, and higher wages may have compensated for higher store prices at isolated mines. Conditions varied, however, with labor-market tightness. Miners were generally not in debt to the store, nor paid entirely in scrip. Scrip was an advance on payday, when miners received cash.
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Bodkin, Charles D., Cara Peters, and Jane Thomas. "The impact of employee work perceptions on purchase intentions from a company store." Journal of Product & Brand Management 25, no. 5 (August 15, 2016): 479–89. http://dx.doi.org/10.1108/jpbm-09-2015-0998.
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Purpose Company stores market to their internal employees via the distribution of branded promotional products. The purpose of this study is to investigate factors that may influence when an employee is more likely to purchase from a company store. Design/methodology/approach A survey was administered to the members of a chamber of commerce located in the southeastern USA. Data were analyzed using regression, and post hoc analyses were conducted using an analysis of covariance. Findings Organizational identification and job satisfaction significantly impacted employees’ intentions to purchase from a company store. Gender, education, marital status and years of work experience were personal factors that moderated that relationship. Firm size and employee rank were company factors that moderated the relationship between employee work perceptions and employee purchase intentions at a company store. Originality/value No research to date exists on company stores. This study is unique in that it proposes internal branding as a theoretical foundation for understanding company stores and examines factors that impact employees’ intentions to purchase from a company store.
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Chen, Rong-Chang, and Shu-Ping Suen. "A Three-Phase Multiobjective Mechanism for Selecting Retail Stores to Close." Mathematical Problems in Engineering 2016 (2016): 1–12. http://dx.doi.org/10.1155/2016/9047626.
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To operate a successful and growing business, a retail store manager has to make tough decisions about selectively closing underperforming stores. In this paper, we propose using a three-phase multiobjective mechanism to help retail industry practitioners determine which stores to close. In the first phase, a geographic information system (GIS) andk-means clustering algorithm are used to divide all the stores into clusters. In the second phase, stores can be strategically selected according to the requirements of the company and the attributes of the stores. In the third phase, a neighborhood-based multiobjective genetic algorithm (NBMOGA) is utilized to determine which stores to close. To examine the effectiveness of the proposed three-phase mechanism, a variety of experiments are performed, based partly on a real dataset from a stock-list company in Taiwan. Results from the experiments show that the proposed three-phase mechanism can help efficiently decide which store locations to close. In addition, the neighborhood radius has a considerable influence on the results.
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Liu, Jiajun. "Based on COVID-19, the analysis of two company business model." BCP Business & Management 34 (December 14, 2022): 528–32. http://dx.doi.org/10.54691/bcpbm.v34i.3060.
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Under the influence of the global epidemic in recent years, both online stores and offline stores have obtained different opportunities and challenges, but for them, they may be confused and not know where to go in the future. Therefore, I looked for the data of online stores and offline stores in recent years to analyze where they should start to solve problems and accelerate their development. Through research, online stores encounter more opportunities, while offline stores encounter more challenges. However, I believe that only through win-win cooperation, online stores and offline stores can better occupy the market share and attract more consumers.
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Niarti, Upi. "ANALISIS AKUNTANSI PERSEDIAAN PRODUK RUSAK PADA TOKO ROSMART SUKARAJA KECAMATAN CURUP TIMUR." Jurnal Ilmiah Raflesia Akuntansi 7, no. 1 (April 30, 2021): 1–7. http://dx.doi.org/10.53494/jira.v7i1.54.
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Abstrack-The problem of product damage is an important problem in the company. The bad influence that occurs in the company against this damaged product is in obtaining profits / profits.The purpose of this study was to analyze the causes of product damage, record and calculate the inventory of damaged products and analyze efforts to reduce damaged products at the Rosmart Sukaraja Store for five months, from January to May 2020. This research was clarified using descriptive quantitative research, to determine management of damaged or expired products at Rosmart Stores and inventory records for damaged products.
From the results of this study indicate that at the Rosmart Store, for damaged products that cannot be returned to the distributor, the damaged product is discarded immediately, and recorded as the cost of the damaged product and automatically reduces the store's profit in selling the beverage product.
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Sabbadin, Edoardo, and Simone Aiolfi. "The Strategic Evolution of Fashion Flagship Stores." International Journal of Business and Management 14, no. 9 (August 5, 2019): 123. http://dx.doi.org/10.5539/ijbm.v14n9p123.
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About thirty-five years ago the trend of investing in flagship stores in the fashion and luxury sectors started, and has not stopped even since the last economic crisis. Recently, flagship stores have expanded into new sectors. There is an increased interest in flagship stores; but until now, they have received little attention in academic research. Published papers are mainly related to the fields of luxury shopping and internationalization studies.
Nowadays, the term “flagship store” is ambiguous; it has different meanings. A flagship brand store is, in general terms, the most important, expensive, and representative store of the brand. It has to show the full range of products and services offered. Usually it is the largest store, in the most prestigious location, and adopts original store design solutions; they offer new facilities, and a very high service level. Moreover, flagship designers are famous and prestigious architects; (“Signature” architects, or “Archistars”) and the aim is to create iconic buildings.
The store design solutions are different from other mono-brand stores or franchisee outlets of the company.
Academic research until recent years has overlooked studying the trend of the main luxury and fashion international companies opening flagship stores; which are the most expensive type of retail stores to own, nevertheless a number of questions remain. The purposes of this paper are (1) to consider the evolution of the role of the main types of flagship stores, (2) to establish whether flagship stores constitute a marketing innovation, (3) to discuss factors pushing firms to develop flagship stores and finally, (4) to assess implications for management. In order to answer to our research questions, the study adopts a qualitative approach, in the belief that this type of research is consistent with the research questions. Particularly, we adopted two research methods: interviews and cases studies. We collected interviews with store designers and entrepreneurs. Finally, some information was also collected from secondary sources such as web sites or company news. Our study provides relevant information for marketing managers considering the cost of investing in flagship stores. Vertical branding and new flagship brand stores are becoming increasingly widespread among different firms and sectors, and are bringing to the forefront a requirement for new skills. Particularly in the store design phase, where firms need to be able to take part in constructive dialogue with a wide variety of professional profiles like architects, internal designers, and visual merchandisers. They need a new approach to decoding and displaying the primary values of a brand through innovative store design solutions and sales points, which should be inspired by the communication and entertainment industries. Flagship brand stores should be designed and run to be unique unrepeatable places, able to enhance brand image and provide animation and entertainment value to the brand. Furthermore, flagship store success depends on the firm’s ability to integrate interdisciplinary issues and commercial and artistic-creative communication.
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Putra, Kadek Dika Arya, and I. Nyoman Nurcaya. "PENGARUH LAYOUT TOKO DAN VISUAL MERCHANDISING TOKO TERHADAP KEPUASAN KERJA KARYAWAN SUPERMARKET TIARA DEWATA DENPASAR." E-Jurnal Manajemen Universitas Udayana 8, no. 5 (March 4, 2019): 3086. http://dx.doi.org/10.24843/ejmunud.2019.v08.i05.p18.
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Friendly service is a key to being able to maintain a retail business in the midst of many emerging retail types. To be able to survive and be able to provide customer-friendly services, the company is required to be able to create employee satisfaction in working through the arrangement of shop layouts and visual merchandising stores in outlets. In line with this, this study aims to determine the effect of shop layout and visual store merchandising on employee satisfaction at the Tiara Dewata Denpasar Supermarket. This research was conducted at the Denpasar Tiara Dewata Supermarket using a sample size of 88 people with a saturated sample method. Data collection was obtained from the results of questionnaires at the Denpasar Tiara Dewata Supermarket using as many as 16 indicators and the indicators were measured using a Likert scale. The data analysis techniques used in this study are multiple regression analysis and accompanied by classical assumption and hypothesis testing. The results of the study found that shop layout and visual store merchandising partially had a positive and significant effect on employee satisfaction. In addition, shop layout and visual merchandising stores simultaneously have a positive and significant effect on employee satisfaction. This result confirms that to improve employee satisfaction the company is expected to be able to create a comfortable and safe atmosphere of the office environment through structuring shop layout and visual merchandising stores.
Keywords: store layouts, visual merchandising stores, employee satisfaction
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Lin, Pei-Chun, Chia-Jung Lin, Chung-Wei Shen, and Jenhung Wang. "The revenue and logistics costs of convenience store chains in Taiwan." International Journal of Retail & Distribution Management 48, no. 11 (July 6, 2020): 1255–73. http://dx.doi.org/10.1108/ijrdm-12-2019-0402.
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PurposeThe objectives of this study were to demonstrate that the high-density 7-Eleven c-stores in Taiwan benefit from economies of scale in distribution and can, therefore, leverage the logistics costs; and to decide the proper locations for the future inauguration of c-stores.Design/methodology/approachThe study spatially analysed the c-stores located in Tainan, Taiwan and examines the influence of spatial configuration on c-store revenue. This study developed models to quantify the revenue and logistics costs that the 7-Eleven convenience store (c-store) chain encountered when adopting a high-density expansion strategy. The revenue models’ parameters were calibrated utilizing data collected from financial statements in 7-Eleven chains’ 2015 corporate annual reports and modelling was used to quantify the influence of agglomeration forces and the distance separating c-stores on revenue.FindingsPositive agglomeration forces increased 7-Eleven’s company-wide sales and the average daily revenue of its individual c-stores, and decreased those of competitors. The study findings demonstrate the high-density 7-Eleven c-stores in Tainan benefit from economies of scale in distribution and can, therefore, leverage their logistics costs. The spatial analysis concluded that higher-density and higher-revenue c-stores were spatially clustered.Originality/valueThe study extends the use of analytical revenue and spatial models to decide the proper locations for the future inauguration of c-stores.
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Grodzki, Erika, Stefanie Powers, and Andrew Burnstine. "Attracting millennial consumers in the digital age." Scripta Neophilologica Posnaniensia, no. 18 (February 7, 2019): 29–34. http://dx.doi.org/10.14746/snp.2018.18.02.
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This study focuses on the recent fall of many large scale department stores (Macy’s, J. C. Penney Company, Sear’s, Kmart) and other retail, pharmacy and grocery stores (Bebe, Whole Foods, CVS, Chico’s, Limited, Radio Shack, Game Stop) across the United States. The researchers set out to discover why stores that have existed for years suddenly had to shut down physical locations. The researchers hypothesized that these retail outlets have failed to properly attract millennial consumers. Marketers are endlessly attempting to find solutions on how to best attract millennials in this digital age. What appears to be evident, though, is that the habits of this demographic prefer the ease provided by online shopping. Secondary sources were reviewed to determine exactly why the stores have fallen. The millennial culture was a key component of the study. The results suggest that the stores failed due to improper targeting and in-store attraction.
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CARMODY, DANA. "THE T. EATON COMPANY LIMITED: A CASE ANALYSIS." Journal of Enterprising Culture 10, no. 03 (September 2002): 225–40. http://dx.doi.org/10.1142/s0218495802000104.
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The T Eaton company, considered the world's first department store, was named after its founder Timothy Eaton. In 1869, it as a small dry goods business in Toronto. By 1907, at the death of its founder, it was a giant retail store, with a branch in Winnipeg, alongside a country-wide mail-order business. Innovative practices established during his time included sales for cash only and satisfaction guaranteed or money refunded. Eaton's successors extended the Eaton empire across Canada, continuing the tradition of quality goods, prices, customer service and also fair labour practices. It became a Canadian institution. Eaton's filed for protection from its creditors in February 1997 and once again in August 1999 (see Appendix 1 for a chronology of events) under the federal Companies' Creditors Arrangement Act and the Ontario Business Corporations Act (Closings). The restructuring that followed the first bankruptcy was only partially successful. However, it had a significantly positive impact on Eaton's operations, and seemed to turn things around. Were it not for bad economic news and misfortune in mid-to-late 1998 (CNW 3 and CNW 5), the plan might have worked. Store-closings, employee terminations, and a huge liquidation sale followed the second bankruptcy declared in August 1999, as did the suspension of the trading of Eaton's stock (Chron). Sears Canada Inc. agreed to purchase 16 of the Eaton's stores in September 1999 (Sears 1; Material 1). These will open by the fall of 2000 (Material 2; Sears 1). A compromise was made with Eaton's creditors (including the employees) to give them approximately $0.50 on the dollar (Olijnyk 1). A compromise was also arrived at with Eaton's shareholders whereby the latter would be given participation units in exchange for their common shares (on a one-for-one trade) (Amended; Trachuk). These participation units are to be used in a contingent and conditional settlement based upon the possible utilization of tax credits by Sears acquired as a result of Eaton's $390 million in losses since 1996 (Receivership; Amended; Trachuk). These settlement monies might or might not be realized by the former shareholders (Amended; Trachuk). Today, Eaton's is no more. In its place are many great memories by a former generation of Canadians who used to go to the Eaton's stores to buy big things that were always of high quality. "Agnes Lunn, who was visiting [Edmonton, Calgary,] from Dartmouth, N.S., said she will miss the chain because of its trustworthiness. "If you bought something from Eaton's, you knew it was worth having, you knew it would be quality," she said (Auction)." Perhaps having six of the Eaton's stores open up this fall with the Eaton's name on them will rekindle a loyalty in a new generation of Canadians?
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G. Legeza, Darya, Thomas A. Brunner, Yukilay K. Kerimova, Tatyana V. Kulish, and Anastasia S. Konovalenko. "A model of consumer buying behavior in relation to eco-intelligent products in catering." Innovative Marketing 15, no. 1 (March 20, 2019): 54–65. http://dx.doi.org/10.21511/im.15(1).2019.05.
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Growing negative changes cause a deterioration in food quality, which makes people select organic and eco-intelligent food. The aim of the article is to analyze various types of customer behavior using an example of a local catering company that offers eco-intelligent food. The company’s brand operates two catering stores located in different parts of an urban city. The interview of existing and potential customers was conducted within 1,000-meter radius of store locations at peak hours (7:30–10:00 am and 12:00–2:30 pm). The model of consumer behavior is centered on the main principle of deciding to buy eco-intelligent food. The data suggest that customers are looking for additional necessary services, which are vital for eco-intelligent products and expanded selection according to the store’s format. Both the time of the ordering processing and the ability to order a personalized meal have the main influence on customers’ decision. Large selection of eco culinary products in the stores attracts local residents to visit one of these stores at least once a week. An essential feature of a culinary store offering eco-intelligent food is high-quality prepared food. The study recommends expanding promotional programs to give consumers additional knowledge about the advantages of organic nutrition. The prevalent consumer model describes a woman under 40 years old who visits a store at least once a week for lunch and prefers a comfortable environment and a diverse selection of quality eco-food.
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Lawrence, Jeanne Catherine. "Geographical space, social space, and the realm of the department store." Urban History 19, no. 1 (April 1992): 64–83. http://dx.doi.org/10.1017/s0963926800009639.
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Over the past decade a number of scholars have examined the rise of the mass production and distribution of goods, and the concurrent emergence of a nineteenth- and twentieth-century consumer society or ‘culture of consumption’. This body of work has featured the department store prominently in several roles: as a venue for the distribution of consumer goods; as a material fantasyland in which women were encouraged to play out their dreams of conspicuous consumption; and as a place of white-collar employment for working-class clerks. Whatever their focus, these accounts generally view all department stores as homogeneous middle-class institutions, located in a similarly consistent ‘downtown’ in any (and all) large American and European cities. There are serious flaws in such a portrayal. Very real distinctions between department stores in a given city and the social implications of these differences in terms of social status and class are not addressed. Further, the contribution of the built environment and urban topography to the shaping of these status and class distinctions and, ultimately, women's shopping experience, is likewise overlooked. This article examines a set of surveys and marketing reports prepared in 1932 for the Higbee Company of Cleveland, Ohio, in order to situate more precisely one department store within its urban context. These sources document the relationship of the Higbee Company to the city's other department stores and in so doing reveal some of the ways in which stratification between and among classes was interpreted in terms of geographical and social space. Examination of the hierarchy of stores that existed in what was at the time the nation's sixth largest city provides a corrective to the image of the department store as a homogeneous democratic phenomenon, and thus provides an invaluable basis for a reinterpretation of the department store as an urban institution in early twentieth- century America.
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Suwatcharachaitiwong, Sirirat, Chun-Cheng Lin, Weidong Huang, and Lun-Ping Hung. "On the medication distribution system for home health care through convenience stores, lockers, and home delivery." Health Informatics Journal 26, no. 4 (August 3, 2020): 3163–83. http://dx.doi.org/10.1177/1460458220936395.
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Medication distribution service can be delivered based on a combination of home delivery and customer pickup. That is, medications are delivered either to customers’ homes directly or to the pickup facilities (e.g. lockers) close to customers’ homes. In Taiwan, there are more than 11,000 convenience stores that provide a 24-h service for customers to pick up the ordered items from e-commerce, which is unique to the world. In the medication distribution system, convenience stores can provide a unique opportunity for customers to more conveniently collect medications at stores, and also can reduce the operating cost for a logistics company providing the medication delivery service. Therefore, this work proposes a medication distribution system through convenience stores, lockers, and home delivery. Under this system, this work investigates how to simultaneously determine employment of convenience store chains, the convenience store locations to be visited, locations of lockers, vehicle routes for convenience stores and lockers, and vehicle routes for customers’ homes, so that the total operating cost is minimized. This work further proposes a genetic algorithm to solve the medication distribution problem. Through simulation, the experimental results show that the proposed algorithm is able to solve the problem efficiently.
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Marques, Pedro Alexandre, André M. Carvalho, and José Oliveira Santos. "Improving Operational and Sustainability Performance in a Retail Fresh Food Market Using Lean: A Portuguese Case Study." Sustainability 14, no. 1 (December 31, 2021): 403. http://dx.doi.org/10.3390/su14010403.
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This paper presents a real application of a lean–green improvement initiative conducted at a large Portuguese hypermarket store. It explores how lean tools and techniques may be used to not only improve the operational performance, but also sustainability. A case study was carried out in one store of a multinational retail enterprise, with the aim of enhancing both the operational and sustainability performance in the cold meat section, one of the most relevant areas of the fresh food markets. The Gemba Kaizen event approach, which comprises three main stages, was adopted. During the workshop stage, the structured problem-solving methodology was followed, and was recorded in an A3 format. As a consequence of this project, food waste in the cold meat market was reduced by half, whereas the out-of-stock index decreased by a third. In addition, the pilot store hit top performance within all stores of the company in Portugal, ranking first in all key indicators for the cold meat market. The lean–green scope and performance improvement procedures developed and implemented in the pilot store were later deployed to other stores of the company. This is one of the first publications regarding the application of lean management in the food retail sector for improving both the operational and sustainability performance.
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Saryati, Ria, Wella Sandria, and Sesraria Yuvanda. "Pengaruh Biaya Promosi Terhadap Penjualan Pada Toko Rilexindo Auto Accessories." J-MAS (Jurnal Manajemen dan Sains) 5, no. 2 (October 27, 2020): 185. http://dx.doi.org/10.33087/jmas.v5i2.179.
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This research aims to find out how sales are growing in Rilexindo Auto Accessories stores and how promotional costs affect sales in Riexindo Auto Accessories stores. The research was conducted in one of the branches of rilexindo group company namely 'Rilexindo Auto Accessories' store using sales data and promotional costs from 2017 - 2019 which is divided into 4 quarters. The data is processed with a development formula and a simple regression method with the promotional cost as a free variable (X) with sales as a bound variable (Y). The results showed that sales growth at the 'Rilexindo Auto Accessories' store with the highest sales was in 2017 in the 2nd quarter of Rp. 1,227,010,000, and the lowest sales were in the 3rd quarter of 2019 at Rp. 415,800,000. Promotional costs significantly affect sales at Rilexindo Auto Accessories stores, this is indicated by thitung > ttabel's 21,482 > 2.26 with a correlation coefficient of 0.990 and a significance rate of 0.000 (<0.05).
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Annisya and Emy Haryatmi. "Implementasi Teknologi Blockchain Proof of Work Pada Penelusuran Supply Chain Produk Komputer." Jurnal RESTI (Rekayasa Sistem dan Teknologi Informasi) 5, no. 3 (June 19, 2021): 446–55. http://dx.doi.org/10.29207/resti.v5i3.3068.
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In recent times, the supply chain has developed into a large ecosystem. Various products moving from party to party require cooperation between stakeholders in managing the data generated. The problem is that every company has its own transaction records that can be inconsistent and their storage is centralized and not integrated between companies. This makes transaction records easy to falsify. Efficient data management is needed from the producer to the store so that consumers can trust the product. Therefore, the authors designed a product tracking system using blockchain by implementing proof of work (PoW) as the consensus algorithm, SHA-3 256 as data security, Mongo database as cloud-based data storage and QR Code as the output. As a result, transaction data from producers, distributors to retail stores are stored completely in MongoDB which is a cloud-based database, then the resulting QR Code can be used to view details of producers, distributors to retail stores that sell them. The simulation and trial results show the product tracing system design is successful as expected.
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Adawiya, Robiatul, Anriany Casanova, Mufida Awalia Putri, Muhammad Najib Mubarrok, and Liansya Ayu Sariperkasi. "IMPLEMENTATION OF TRANSPORTATION METHODS IN OPTIMIZING THE DISTRIBUTION OF HIJAB PRODUCTS AT AYASHA HIJAB STORE." AXIOM : Jurnal Pendidikan dan Matematika 11, no. 2 (January 12, 2023): 193. http://dx.doi.org/10.30821/axiom.v11i2.13743.
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<em>The problem of transportation costs is a problem faced by many companies, especially those that distribute goods from various places to various destinations, and Ayasha Hijab's company is no exception. The company has 3 stores and supplies Bella square veils from 3 different warehouses. This of course has an impact on the company's expenses considering the distance and the increasing number of requests. The researcher tries to find a solution by using the linear program transportation solution method. Researchers processed data from the Ayasha Hijab Company with the NWC model and then second processing to get optimal results with stepping stones and MODI. As a result, the optimal cost for the stepping stone and MODI models is IDR 5.125.000. The Stepping Stone and MODI methods get the optimal solution and can save costs around IDR. 3.350.000 from the NWC method with a cost of IDR. 8.475.000. Secondary data obtained from the calculation of "Ayasha Hijab Store" has a minimum cost of around IDR. 10.000.000. So that the Stepping Stone method and the MODI method can save Bella Square distribution costs of IDR. 4.875.000.</em>
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Arif, Farrah, and Sarah S. Sarfraz. "A Tale of Mystery Shopping: Mausummery Perspective!" Asian Journal of Management Cases 17, no. 1 (February 6, 2020): 85–106. http://dx.doi.org/10.1177/0972820119892722.
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Mausummery, founded in the year 1997, designed and manufactured lawn (lightweight cotton) clothing in Lahore, Pakistan. As the lawn industry became more competitive and the product became homogeneous, the company wanted to focus on service excellence to differentiate its brand and achieve higher sales and market share. The company had opened a number of its own stores in the hope of providing outstanding customer service. However, mystery shopping research had shown the company stores performing poorly relative to the competition, despite the sales training. The CEO and COO had to decide how to handle the situation moving forward.
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Calegari, Michael. "Financial Analysis of Krispy Kreme’s Earnings Forecasts, Joint Venture Investments, and Franchise Repurchases." Issues in Accounting Education 25, no. 1 (February 1, 2010): 85–118. http://dx.doi.org/10.2308/iace.2010.25.1.85.
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ABSTRACT: Like many restaurant chains, Krispy Kreme Doughnuts earns revenues from both company-owned stores and from franchisee-owned stores. Following its April 2000 IPO, Krispy Kreme Doughnuts entered into several joint ventures with franchisees to develop new stores. In some situations, the Company also re-acquired franchise rights from its franchisees. This case provides you with the opportunity to assess analyst forecasts of Krispy Kreme’s earnings following the release of its February 3, 2002 financial statements. Through analysis of footnote disclosures on the Company’s joint ventures and repurchased franchises, you will identify potential problems with Krispy Kreme’s business outlook that were not discussed in the analyst reports.
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Savelyeva, E. E. "Analysis of the Factors Forming Customers Behaviour in the Retail Trade." Izvestiya of Saratov University. Economics. Management. Law 13, no. 2 (2013): 197–200. http://dx.doi.org/10.18500/1994-2540-2013-13-2-197-200.
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Introduction. «Customers behavior» is a broad notion including not only the process of buying the product (service, work) but customer’s behavior before buying and after it. Purchasing behavior is influenced by incentives and factors specific marketing policies in local sales of goods. Research methods. To determine the marketing strategy of retail trade company were monitored consumer preferences and evaluation of the quality of customer service in the two chain stores in Saratov in the summer of 2011 and 2012. The main me thod of data collection was a survey of over five hundred customers directly in stores. Discussion of results. The study identified factors choosing a store to make a purchase, the sources of information on the trading place, the purpose of visiting a particular store, shopping frequency, the estimation of the level of service, product range, design, sales area, the availability of goods for customers and the quality of each advertisement of the surveyed stores. Conclusion. Comparing the results of the evaluation of business retailers in 2011 and 2012, tt should be noted a positive trend in the estimates of the respondents.
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Baird, Jane E. "Financial Reporting And Tax Issues At JC Construction Corporation: An Instructional Case." Journal of Business Case Studies (JBCS) 4, no. 3 (June 27, 2011): 9. http://dx.doi.org/10.19030/jbcs.v4i3.4762.
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JC Construction Corporation (JCCC) is a privately held corporation with 10 shareholders, who are all members of the Carpenter family. The company was founded by Joe Carpenter in the late 1990s. The companys projects involve mostly comparatively small commercial building construction, such as restaurants and smaller-scale stores. JCCC specializes in renovation and restoration projects rather than new construction, but does occasionally take on some new construction projects. The company does not build or renovate single family homes. JCCC is located in Minnesota, near the Minneapolis/St. Paul area where remodeling contractors are in high demand.
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Lee, Eunjung, and Jaebum Hong. "A Study on The Determinants of Efficiency of Distribution Stores : Focusing on company A Fashion Retail stores." Korean Academic Association of Business Administration 34, no. 9 (September 30, 2021): 1621–40. http://dx.doi.org/10.18032/kaaba.2021.34.9.1621.
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Soochik, Bhakti J. "Smart Networking of Company." International Journal for Research in Applied Science and Engineering Technology 9, no. 12 (December 31, 2021): 463–73. http://dx.doi.org/10.22214/ijraset.2021.39274.
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Abstract: This paper simulate IoT based smart companies and make our networking infrastructure effective, efficient and most importantly accurate with security. The simulator used is Cisco Packet Tracer, this tool has been used form many years in networking. Main strength of the tool is the offering of a variety of network components that simulate a real network, devices would then need to be interconnected and configured in order to create a network. Technology plays a critical role in all daily activities of the present day. One of these needs is to create a smart office that controls operation and turns off electronic devices via a smartphone. This implementation can be implemented effectively using package tracking software that includes IoT functions to control and simulate a smart office. The latest version of the tool Cisco introduced IoT functionalities, and now it is possible to add to the network smart devices, components, sensors, actuators and also devices that simulate microcontrollers such as Arudino or Raspberry Pi. All the IoT devices can be run on standard programs or can be customized by programming them with Java, Phyton or Blockly. This makes Cisco Packet Tracer an ideal tool for building IoT practical simulations. Smart-Industrial smart-company office offer simulation of a power plant that produces and stores electricity via solar panels and wind turbines. All the electricity is produced by smart devices, then stored and utilized to power a production chain filled with smart sensor and actuators. IoT security features are also introduced in the simulations. Keywords: Internet of things (IOT), Campus Network (CN), networking, wide area network (WAN).
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Singh, Suresh. "The J. C. Penney Company And Sephora USA Partnership: A Case Study." Journal of Business Case Studies (JBCS) 8, no. 6 (October 30, 2012): 609. http://dx.doi.org/10.19030/jbcs.v8i6.7384.
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J. C. Penney, one of Americas largest department stores, and Sephora U.S.A. Inc., an affiliate of the French cosmetics chain, entered into a partnership in 2006. The agreement allowed Sephora to exclusively operate cosmetics stores within J. C. Penney stores and to service J. C. Penney online customers through a link from J. C. Penney web-site to Sephora web-site. The purpose of this case study is to stimulate a critical evaluation of the decision by these companies to enter into a partnership instead of a merger or an acquisition. The case can be used as a tool to facilitate broader discussion of various corporate strategies and their relative merits and demerits. The accompanying teaching note refers the reader to an analytical framework that can be used to determine when to go for corporate partnerships instead of mergers or acquisitions and applies that framework to this case.
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Ngaochay, Thanee. "Paths to Success for 7-Eleven in Thailand." Information Management and Business Review 3, no. 1 (July 15, 2011): 1–7. http://dx.doi.org/10.22610/imbr.v3i1.910.
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This paper reports on an empirical study aimed at elucidating reasons for success in the implementation of strategic decisions by 7–Eleven in Thailand. The 7–Eleven convenience store is a business format franchising operation, which includes the product or service, the brand name or trademark, and the operating system developed by the franchisor and it has experienced significant growth. The Charoen Pokphand (CP) All Public Company Limited (PCL) is the operator of the 7-Eleven convenience stores in Thailand and it has been involved, therefore, with creating opportunities in the franchise system for that market. Potential franchisors have staff trained and support provided for all aspects of their businesses. To have better chances for success, 7-Eleven needs to evaluate itself in order to improve its systems. People are one key success factor in the franchise business, particularly in terms of the representative of the franchisor, who as an agent of the company reflects the company’s image. For the company to achieve sustainable growth, emphasis should be placed on organizational and human resource development. Both parties in the business must provide high levels of cooperation to each other. The franchise business is a special relationship in which the parties can mutually share the benefits.
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Roberts, Graham H. "Upcycling for sustainability: Q&A with Yolande Klaassen, founder and CEO, Revive Clothing Lab." International Journal of Sustainable Fashion & Textiles 1, no. 2 (October 1, 2022): 295–303. http://dx.doi.org/10.1386/sft_0015_7.
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Upcycling is now a well-established business model in the sustainable fashion sector. French company Revive (<uri xlink:href="https://www.reviveclothinglab.com/">https://www.reviveclothinglab.com/</uri>) is an excellent example of this trend. Founded in 2020 by entrepreneur Yolande Klaassen, the Lille-based company gives retailers’ unsold inventory a second life. Although it was launched at a difficult time economically, Revive has already operated pop-up stores in several branches of the French luxury department store Le Printemps, as part of that retailer’s circular fashion initiative. The company is now an important part of Fashion Green Hub, the sustainable fashion association based in Roubaix, the birthplace of France’s fashion industry. In this interview, Klaassen explains the circumstances that led her to found her company. More specifically, she shares her insights into the challenges of going to market in the middle of a pandemic, as well as the opportunities provided by recent French anti-waste legislation.
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Khatri, Sakshi, Minal Parekh, and Meena Mashru. "Factors Influencing Customers’ Loyalty Towards Offline and Online Stores." ECS Transactions 107, no. 1 (April 24, 2022): 2919–26. http://dx.doi.org/10.1149/10701.2919ecst.
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Loyalty is the key to long term success. As the economy and market are changing, in reference to internet and mobile technologies, shopping behavior of the consumers has developed more complex behavior because of the variety of channels emerged and offering variety of choices and options and this brings changes in consumer buying behavior. With this note, the researchers try to find in this study how the consumer decides their purchasing channels and their loyalty towards the company they opt for. The primary data is gathered by means of structured questionnaire from 50 respondents living between Kandivali to the Churchgate area. In the study, the researchers have analyzed the customers’ loyalty towards the offline and online company they shop. The data for analyses are taken from the purchases made in the same city and over the same period of time.
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Sanz, Guillem, Rafael Pastor, and Bruno Domenech. "A step-by-step guide to assist logistics managers in defining efficient re-shelving solutions for retail store deliveries." International Journal of Physical Distribution & Logistics Management 48, no. 9 (October 1, 2018): 952–72. http://dx.doi.org/10.1108/ijpdlm-09-2017-0286.
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Purpose City logistics is a challenge in many cities. Literature works focus on the analysis of large or local-scale solutions to increase the efficiency of freight transport. However, store deliveries from the perspective of practitioners, particularly retail stores, are still an issue. In this context, the purpose of this paper is to propose a decision framework to assist logistics managers in defining efficient re-shelving solutions for store deliveries, according to the emplacement characteristics, city administration constraints and social issues. Design/methodology/approach An iterative step-by-step decision framework is developed, which allows taking decisions in a clear and structured way, including the preferences of key stakeholders. Moreover, a “what if” procedure is proposed, aiming to modify some initial conditions of the target store to achieve more efficient solutions. Findings The proposed decision framework is applicable in practice and helps users (mainly logistics managers) to identify solutions for efficient re-shelving in urban settings. Research limitations/implications The decision framework is applied by the logistics manager of two Spanish food retail stores, but it could be used in different logistics sectors and cities/regions, although adapting the decisions taken at each phase. Practical implications Logistics managers have a support tool when addressing re-shelving solutions for store deliveries. Social implications A balance can be found between company interests (minimise costs) and citizens quality of life (less contamination, noise, traffic, etc.). Originality/value This study simultaneously deals with large- and local-scale decisions faced by logistics managers in their day-to-day activity, considering details about the store location, its surroundings and the company it belongs.
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Bansal, Rohit, and Sanjay Kumar Kar. "Departmental stores in India: financial performance analysis." Emerald Emerging Markets Case Studies 11, no. 3 (September 30, 2021): 1–28. http://dx.doi.org/10.1108/eemcs-04-2020-0100.
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Learning outcomes After completion of the case, students will be able to understand the following: how to understand financial statements, income statements and cash-flow statements with the help of ratios; understand the concept of shareholding pattern along with different entities, namely, non-promoters, foreign institutional investor, domestic institutional investor and others; financial ratio analysis with traditional DuPont and extended DuPont analysis; understand the differences between comparable firms; how to analysis return, risk, covariance, correlation, market risk and capital assets pricing model (CAPM) and how to suggest an appropriate investment strategy. Case overview/synopsis The case presents company background and financial statements of four companies listed under departmental stores in India, namely, Vmart retail, V2 retail, Avenue Supermarts (known as DMart) and future retail. Students are asked to determine, which company is performing better to make a recommendation for investment. Students learn the tools of financial ratio i.e. profitability, efficiency, liquidity and market-based ratio along with the traditional DuPont decomposition and the extended DuPont analysis. Students also learn how to measure stock return, standard deviation, covariance, correlation, market risk and CAPM. Complexity academic level This case is suitable for management accounting, financial analysis and security analysis and portfolio management courses at the post-graduate or graduate levels. The case can be used in similar courses such as in financial statement analysis courses or security analysis and portfolio management courses. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 1 Accounting and finance.
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Swenson, Charles. "Did Wayfair Help Brick and Mortar Stores?" Journal of Economics and Public Finance 9, no. 1 (January 5, 2023): p34. http://dx.doi.org/10.22158/jepf.v9n1p34.
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Using a detailed establishment level data, this study finds that the imposition of a sales tax on remote sellers resulted in a 4.8 to 7.2 percent sales increase for brick and mortar retail sellers in 2018 and 2019. Employment gains for such brick and mortar sellers for this period was approximately 4.3 percent. Such sales and employment increases were not even, as bigger establishments, those part of a national chain, and those part of a publicly-traded company generally experienced larger sales and employment gains. However, the onset of the pandemic saw much of this gain erased, as sales declined and shifted back to online retailers.
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D'Angelo, Heather, Guadalupe X. Ayala, Joel Gittelsohn, Melissa N. Laska, Lesley Schmidt Sindberg, Lucy Horton, Anna Y. Kharmats, and Kurt M. Ribisl. "An Analysis of Small Retailers' Relationships with Tobacco Companies in 4 US Cities." Tobacco Regulatory Science 6, no. 1 (January 1, 2020): 3–14. http://dx.doi.org/10.18001/trs.6.1.1.
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Objective: In this study, we examined small food store retailers' perspectives on tobacco company agreements specifying tobacco product display and promotion. Methods: We interviewed owners/managers of small food stores (N = 63) in lower-income neighborhoods in 4 US cities using open-and closed-ended questions between October 2013 and July 2014. We coded qualitative interview data and calculated descriptive statistics. Results: Most retailers had a formal contract with a tobacco company (87%). Retailers perceived that tobacco products generated low profits, but were important to attract customers. Nearly 95% with contracts reported receiving an incentive, including marketing materials (86.8%), displays (79%), and free/discounted products (50.9%). Contract requirements included placing branded displays and marketing materials in prime locations and setting cigarette prices. Retailers in urban, African-American neighborhoods felt pressure to maintain menthol cigarette contracts to stay in business. Conclusion: Contracts with tobacco companies were common among the small food stores in this study, and retailers felt they needed the contracts to keep prices competitive. Given the reliance of retailers on tobacco industry contracts, states and localities may need to adopt measures to counter their effects, especially the financial incentives that lead to lower cigarette prices and more prominent displays of promotions and marketing materials.
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Van den Berg, Karen. "Zur Epistemologie gegenwärtiger Zeigeregime." Zeitschrift für Medien- und Kulturforschung 8, no. 1 (2017): 41–60. http://dx.doi.org/10.28937/1000107621.
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"Wie kommt es, dass sich der Flagship-Store eines Technikkonzerns präsentiert wie eine öffentliche Kunsthalle, während die Dependance des Louvre in Nord-Pas-de-Calais wirkt, als würde man eine iPad-Benutzeroberfläche betreten? Der Beitrag liefert eine Analyse des Louvre Lens und beleuchtet das Projekt in Hinblick auf seine verblüffenden ästhetischen Familienähnlichkeiten in Materialsprache, Struktur und Atmosphäre zu neueren Apple Stores. Dabei wird versucht, die kulturellen und mentalitätsgeschichtlichen Codes zu entziffern und zu plausibilisieren, dass sich hier eine Epistemologie entfaltet, die die Welt als simultan präsentes Symbolsystem begreift. How is it that the flagship store of a technology company presents itself as a public arthall, while the branch of the Louvre in Nord-Pas-de-Calais looks like the user interface of an iPad? The paper provides an analysis of the Louvre Lens and illuminates the project in terms of its stunning aesthetic similarities in material language, structure and atmosphere to recent Apple Stores. Furthermore, it attempts to decipher the cultural and mental-historical codes and argues that an epistemology is developing here which comprehends the world as a simultaneous symbolic system. "
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Savina, N. P., N. A. Galstyan, O. V. Litvishko, and E. A. Zakrevskaya. "Using Methods of Intellectual Analysis to Step up Profitability of Network Business." Vestnik of the Plekhanov Russian University of Economics, no. 2 (April 13, 2022): 176–85. http://dx.doi.org/10.21686/2413-2829-2022-2-176-185.
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The article studies the use of drug-store chain clusterization and determines strategy of work with each of the clusters, which is necessary because key work parameters of drug-store chains, such as selling speed, the number of brands of the company being investigated in the chain, the condition of stores, availability of strong competitors in the chain selling must be verified. Another reason is complexity of company resource distribution to build communications with drug-store chains (representatives’ calls) and products themselves among drug-store chains. To resolve the problem of drug-store clusterization k-means method based on the assessment of the company share and the share of a concrete brand in the drug-store chain was chosen for the research. As metrics for identifying the quality of obtained results ‘silhouette’ was chosen, i.e. the form of a cluster set representation. Its factor is equal to 0.514, which testifies to rather high accuracy of results and possibility to introduce this algorithm into real business practice. By cluster analyzing the multitude of drug-store chains a set of three clusters was identified. On the basis of these results of clusterization and current business requirements for each cluster a number of recommendations were put forward aimed at interaction between the pharmaceutical company and drug-store chains in the aspect of assessing the competition environment, analyzing selling speed and re-filling stocks of the chain, frequency of pharmaceutical representatives’ calls to drug-store chains. The findings of the research allowed us to draw a conclusion that any method of clusterization of drug-store data should be renewed in view of the quality of result interpretation, topicality of initial criteria of clusterization and should be corrected proceeding from business requirements, which arrive from marketer teams and managers on medicine categories and separate brands.
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Haris, Abdul, Abdul Rahman, Yusriadi Yusriadi, and Umi Farida. "Analysis of determinant factors affecting retail business customer loyalty." Linguistics and Culture Review 5, S3 (October 19, 2021): 310–18. http://dx.doi.org/10.21744/lingcure.v5ns3.1529.
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Demographic development is the first field that influences the growth of retail stores. The rising population allows all goods and services to increase. To establish customer loyalty, the company must try to try to offer the highest quality in any product or service it must create a positive sense of quality in the minds of its customers. This research is a descriptive research type, trying to explain and describe each variable's conditions in detail and see the relationship or relationship between these variables. In the context of this study, the independent variables are Service Quality (X1), Relationship Marketing (X2), and Customer Satisfaction (Y), while the dependent variable is Customer Loyalty (Z). Quantitative data were analyzed using descriptive analysis and Structural Equation Modelling (SEM) analysis. Partially service quality has a significant influence on customer satisfaction in modern stores. In the sense that the quality of service provided by modern store management in Makassar City can contribute positively to customer satisfaction with the five dimensions of Tangible, Reliability, Empathy, Assurance, and Responsiveness. Direct service quality significantly influences customer loyalty, and indirect service quality has a significant effect on customer loyalty (LP) through customer satisfaction at modern stores in Makassar City.
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Shweta Roy, Himanshu Gulati,. "ANALYSIS OF SENSORY MARKETING ON CONSUMERS AT RETAIL STORES." INFORMATION TECHNOLOGY IN INDUSTRY 9, no. 1 (March 10, 2021): 736–44. http://dx.doi.org/10.17762/itii.v9i1.194.
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In order to be forever etched in the minds of customers, Retail Store owners use Sensory Marketing techniques to provide a holistic experience to them at stores. How much a product or service is perceived by a customer is referred to as a sensory experience. The experience of a customer in a store has a huge impact on their buying decision and the image that the customer has of the company. In order to provide an experience that stays with the customers, retailers use techniques to influence the sensory experience of customers in a store. These experiences are results of external stimuli to our senses of touch, taste, sight, smell and hearing. This paper aims to study the factors that impact the holistic experience of consumers at a store. It aims to understand which sensory experience is of utmost importance to a customer in terms of providing a holistic sensory experience. An effort is also done to identify and assess the holistic sensory experience of Indian retail industry customers, as well as to determine their understanding of sensory marketing strategies used in such retail shops.
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Furnelli, Anthony. "Amazon Go convenience stores: skip the lines." CASE Journal 17, no. 3 (June 29, 2021): 320–32. http://dx.doi.org/10.1108/tcj-11-2020-0165.
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Theoretical basis This compact case study uses the marketing mix (product, price, place and promotion) and customer segmentation/targeting as theoretical platforms for the Amazon Go business concept. It reinforces the idea that these are important aspects in developing a successful marketing strategy especially when they are aligned with the core competencies of a firm. Additional concepts include localization strategy, loyalty and Maslow’s hierarchy. Localization focuses on merchandising and local partnerships. Customer loyalty is discussed in the context of loyalty programs and consumer trust. Maslow’s hierarchy is used as a way to connect the pandemic and safety concerns to the offline retail experience. Research methodology This case was developed from secondary sources readily available in the public domain including websites, news articles and social media sites. This case has been taught in undergraduate marketing management courses. Case overview/synopsis In 2018, Amazon opened high tech convenience stores across a number of metropolitan cities in the USA offering a checkout-free experience for customers. This case evaluates the marketing aspects of the move including industry structure, store format and customer loyalty. The underlying question is how will Amazon, the company that pioneered online shopping, perform in an offline retail marketplace that is highly competitive? Will Amazon be able to leverage its massive technology power and shake up offline retail? Will changing market forces caused by the pandemic reshape retail as we know it? Complexity academic level This case should be used in a marketing management course or a retailing course for undergraduate students. Applicable concepts include competitive advantage, marketing mix, customer loyalty and retailing in a digital world. This case could also be used to discuss or compare the differences between online and offline brand leadership.
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Longstreth, Richard. "Sears, Roebuck and the Remaking of the Department Store, 1924-42." Journal of the Society of Architectural Historians 65, no. 2 (June 1, 2006): 238–79. http://dx.doi.org/10.2307/25068266.
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Less than two decades after Sears, Roebuck-once the nation's largest mail-order business-entered the retailing business in 1924, it had gained prominence in that field nearly equal to that of its competitors. This unprecedented rate of expansion was marked by innovations in merchandising and store design. Sears was a pioneer in creating department stores that catered to men as well as women, that eschewed style in favor of practicality in merchandise, and that allowed customers to select goods without the aid of a clerk. The buildings likewise broke from convention. They were generally oriented to motorists-set apart from existing business districts amid residential areas occupied by their target audience; had ample, free, off-street parking; and communicated a clear corporate identity. In the 1930s, the company designed fully air-conditioned, "windowless" stores whose layout was driven wholly by merchandising concerns. In all these respects, Sears set important precedents that were widely followed by other major retailers after World War II.
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Zafer Güney, Emre. "FORECASTING WORKFORCE FOR STORE ATTENDANTS IN A GROCERY RETAILER." Knowledge International Journal 31, no. 1 (June 5, 2019): 293–97. http://dx.doi.org/10.35120/kij3101293z.
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Through the years, automation and computerization change the way of doing business, meanwhile the needs for successful workforce management remains as a key role being sustainable for the companies. In the grocery retailers, where are low margins due to hard competition and many players, the companies search for the new methodologies increased due to decrease the costs and have better efficiency results. In the sector, there are mainly three expenses; workforce, rent and transportation. As in most of grocery retailing organizations workforce is the biggest asset and expenditure in the company, the ability to predict workforce needs is an important research issue and achieving the best configuration for the workforce (time, demand and the cost) can provide a fabulous competitive advantage. Therefore, there is a business imperative to understand, measure, manage and plan for it properly. Achieving match between available and required workforce helps ensure the rhythm of working processes and desired company results. For this purpose, companies can use different tools and specific models for forecasting their workforce needs. Hence, in the grocery retailer stores there are many job description and responsibilities; the different workforce requirement algorithms for each job is a necessity. In the literature, there are many studies on workforce requirements for the cashiers, where is the job description clear and there are more repetitive tasks compare to store attendants. Cashiers have wider opportunity for the data analysis and interpretation. The Store Attendant’s job description is complex and there are more independent variables, while performing the work. Therefore, there are less research about workforce need of a Store Attendant in the literature. This is precisely the purpose of this report to provide a brief account of the essential aspects of the workforce need of store attendants, to justify the need to reconcile the available and necessary workforce and to formulate some advantages/benefits to predict and forecast the needs of workforce. In the project, the store attendants’ workforce requirement methodology in the Turkey’s biggest retail company has been examined and improved. The company’s workforce management department and the store management helped to outline daily task of the job for determining guideline for the time studies. Afterwards, with the time study guideline, 20 different store attendants from 13 different stores with total shifts of 170 hours observed to have an idea about daily tasks and it’s work load distribution during the day. Combinations of sales data analysis and empirical data obtained through time studies helped to output a new way of workforce determination algorithm forecasting any given 30 minutes period for a day. Thus, knowing the workforce requirements for each 30 minutes periods, gives the company advantages to plan flexible shifts hours rather than constant 8:30 shifts. The usage of the algorithm leveraged the company in terms of better workforce demand forecast, utilizing employee costs and reduces waste usage of workforce.
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Roman, Svoboda, and Kopecka Lenka. "The Sweezy model of price competition among private labels of chain stores." Agricultural Economics (Zemědělská ekonomika) 63, No. 7 (July 11, 2017): 299–307. http://dx.doi.org/10.17221/355/2015-agricecon.
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The aim of the paper is to verify and explain the actual effects of the Sweezy oligopoly model and its eventual impact on the consumer demand and the structure of the food supply of chain stores. The methodology of the paper is based on a comparative analysis of the structure of commodities of chain stores in the Czech Republic in terms of consumer demand and its change over time. An example of this model behaviour of firms may be the competition between two supermarket chains Billa and Kaufland in the market with private label products (e.g. pork meat). Results of the analysis of the Sweezy model imply that the change in company costs due to higher prices of inputs does not affect product prices and this is the reason behind the rigidity of prices in the oligopolistic markets in the Sweezy model.
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Cohen, Joseph, and Andrew S. Imada. "Ergonomic Evaluation in a Beverage and Food Service Application." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 8 (September 2005): 832–36. http://dx.doi.org/10.1177/154193120504900809.
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A global beverage and food company contracted the authors to evaluate the current store design to enhance speed of service and minimize the potential for employee injury. This assessment involved observations, interviews, physical measurements and link analyses at three high-volume locations in Southern California and three international stores in Singapore and Malaysia. The study examines two frequently performed tasks (preparation of café latte and mocha ice blended beverages). While the design was deemed to be adequate for the tasks performed, the analysis identified six areas for improvement. Further, the analysis included macroergonomic considerations for management control and organizational culture.
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Sharke, Paul. "Better Storage Through Chemistry." Mechanical Engineering 124, no. 02 (February 1, 2002): 40–43. http://dx.doi.org/10.1115/1.2002-feb-1.
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This article focuses on production of a hydrogen fuel system for a DaimlerChrysler fuel cell minivan by Millennium Cell Inc., a developmental-stage company based in Eatontown. Millennium Cell’s hydrogen-on-demand system stores hydrogen in the form of sodium borohydride, a chemical whose chief use today is for bleaching paper. Mixed with water, the chemical makes a fuel that can be stored as a liquid in plastic vessels under ambient temperature and pressure. The mixture is neither flammable nor explosive. Millennium Cell continues its research. It is attempting to drive down catalyst costs. Improving catalyst durability is another constant challenge. The company continues making key changes in the packaging of its hydrogen-on-demand technology to reduce the space it occupies. As for Millennium Cell’s researchers, their desks filled with abundant technical challenges, they undoubtedly have plenty to do besides worrying about the future.
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Board, Editorial. "Ambab, founded in April, is a leading Internet and mobility engineering company headquartered at Mumbai." Global Journal of Enterprise Information System 9, no. 1 (May 5, 2017): 133. http://dx.doi.org/10.18311/gjeis/2017/15882.
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Ambab, founded in April, is a leading Internet and mobility engineering company headquartered at Mumbai. Ambab also launched ‘Pretr’, a B2C discovery app that helps consumers to identify and search products in stores around them.
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Almeida, Samuel Santana de, Suiane Dos Anjos Alves, Vanessa Kelly Silva Santos, Cleide Ane Barbosa da Cruz, Joenison Batista da Silva, Raquel Nominato Araújo, and Luciano Paulo de Araújo Maia. "Digital marketing as a competitive differential in sales of a lingerie store in Sergipe." Research, Society and Development 11, no. 8 (June 30, 2022): e59611831278. http://dx.doi.org/10.33448/rsd-v11i8.31278.
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With the COVID-19 pandemic, companies needed to innovate to stay in the market, and digital marketing was a means to contribute to improving sales and increasing the visibility of organizations in the market. Therefore, this research aims to analyze how digital marketing can boost sales in a lingerie store. Regarding the methodology, the research is classified as exploratory quantitative, being applied a questionnaire with closed questions to a non-probabilistic sample of customers and potential customers of the company under study. After analyzing the results found, it can be observed that most respondents highlighted that the most used means of communication to find new stores is Instagram and that they buy in the store due to the variety of products and the good price or quality. The data indicate that the store achieves greater visibility through digital means and that the use of digital marketing contributes to increased sales of products, with customers saying that the quality of the photo of the products totally interferes with the choice. Therefore, the importance of investing in digital marketing is emphasized, seeking to improve the relationship between company and customer, and consequently increase the organization's position in the current competitive market.
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Chang, Chieh-Wen, Kun-Shan Wu, and Bao-Guang Chang. "Productivity Change and Decomposition in Taiwan Bakery Enterprise―Evidence from 85 °C Company." Sustainability 11, no. 24 (December 11, 2019): 7077. http://dx.doi.org/10.3390/su11247077.
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In recent years, the bakery market has grown rapidly. Alongside its growth and fast change, it is very important to comprehend the productivity change of the bakery industry. Nowadays, effective management is more and more important to ensure the sustainable development of enterprises. Thus, productivity change of 22 self-owned stores of a famous bakery company (85 °C) from 2011 to 2016 was quantitatively analyzed and evaluated by adopting Malmquist index model in this study. Based on the Malmquist index model, the overall mean for total productivity change of 85 °C increased slightly from 2011 to 2016, and the productivity change was easily affected by technical progress. Moreover, the results also show that the north-district self-owned stores (which are located in subtropical climate) have the worst technical progress and total factor productivity change during 2011–2016 period by adopting the non-parametric Kruskal–Wallis and Dunn post-hoc test.
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Triwahyono, Anang, and Achmad Yani. "ANALISIS PENGARUH EMPLOYEE ENGAGEMENT, KEPUASAN KERJA DAN STRESS KERJA TERHADAP KINERJA KARYAWAN PADA INDOMARET." Jurnal Ilmu Manajemen dan Akuntansi Terapan (JIMAT) 12, no. 2 (September 19, 2021): 224. http://dx.doi.org/10.36694/jimat.v12i2.349.
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Indomaret is a minimarket network that provides basic needs and daily needs. In 1997 the company developed the first franchised outlet business in Indonesia, after having more than 230 stores. In 2015 there were 11,400 stores, 60% of which were self-owned and the rest were public property. Indomaret is spread evenly from Sumatra, Java, Madura, Bali, Lombok, Kalimantan and Sulawesi. The company motto is "Easy and Economical". Employee Performance As one of the results of work in terms of quality and quantity achieved by an employee in carrying out his duties. If the performance is below expectations, the customer will be disappointed or dissatisfied. Performance in line with expectations can make customers satisfied. In addition, performance that exceeds expectations can make customers very satisfied. The results prove that increasing employee engagement, job satisfaction, reducing work stress is expected to increase employee performance.
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Terry, Neil, Karyn Friske, Duane Rosa, and James Owens. "Donut Stop: Local Competition From A National Chain." Journal of Business Case Studies (JBCS) 5, no. 4 (June 24, 2011): 85. http://dx.doi.org/10.19030/jbcs.v5i4.4715.
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This case applies undergraduate intermediate microeconomic competition fundamentals to the situation of a dominant local firm competing against a national company. The case presents details of a donut company with multiple locations in a mid-sized city competing against a national chain with more than 175 stores. Price, location, attribute differences, firm-service differentials, and differentiated subjective image in the form of advertising are the primary forms of competition explored in the case.
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Lee, Eun-Jung, and Jae-Bum Hong. "The Efficient Analysis Case of Distribution: Focusing on Company A Fashion Retail Stores." Korean Data Analysis Society 23, no. 6 (December 31, 2021): 2863–77. http://dx.doi.org/10.37727/jkdas.2021.23.6.2863.
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Marques, Susana Henriques, and Maria Santos. "Store Format Influence on Customer Perception of the Store Environment." International Journal of Applied Behavioral Economics 1, no. 4 (October 2012): 9–21. http://dx.doi.org/10.4018/ijabe.2012100102.
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This study compares client perceptions of the global in-store environment applied to different retail store formats. Literature has shown that certain store attributes are important strategic differentiation tools for grocery retailers. A retail atmosphere can lead to success or failure of a business. Previous studies have neglected the current trend to the coexistence of different retail formats, under different brands but within the same organization. In these cases, a multi-banner company needs to customize the atmosphere to its customers in order to gain attention. This research is about the influence of the store format on the servicescape of the grocery retail stores. A survey was conducted of 302 hyper and supermarket customers. A range of atmospherics variables were considered, including some less studied, such as temperature and cleanliness. The results show that all the dependent variables are sensitive to store format, except cleanliness.
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Walsh, Barbara. "Chain store retailing in Ireland: a case study of F.W. Woolworth & Co. Ltd, 1914-2008." Journal of Historical Research in Marketing 6, no. 1 (February 11, 2014): 98–115. http://dx.doi.org/10.1108/jhrm-06-2013-0029.
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Purpose – The purpose of this paper is to present a view of how a retail chain store and its marketing strategies impacted on shopping habits in twentieth century Ireland. Design/methodology/approach – Primary and secondary sources include company documents, oral history and press reports. Background social, political and economic factors are considered in conjunction with the methods this firm used to build customer-driven managed marketing systems and teams of good staff relationships. Findings – Woolworth's Irish stores responded to changing tastes and needs of consumers throughout Ireland. The Irish market required skilful techniques to overcome widening divisions within customer profiles to accommodate increasing north-south and urban-rural patterns. Welcomed by shoppers of all ages and genders, this firm's contribution to Ireland's retailing and wider commercial scene was innovative, popular, flexible and influential. Originality/value – The overview of this well-known retail chain store's experience in twentieth century Ireland can provide scholars with building blocks on which to expand knowledge and develop further understanding of a largely un-tapped field of research within the history of marketing in Ireland.
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Monod, David. "Bay Days: The Managerial Revolutions and the Hudson’s Bay Company Department Stores, 1912‑1939." Historical Papers 21, no. 1 (April 26, 2006): 173–96. http://dx.doi.org/10.7202/030952ar.
Full textAbstract:
Abstract North American business history has long been dominated by a belief in the centrality of entrepreneurial innovation to corporate success. This paper looks at the history of the Hudson's Bay Company Stores Department and attempts to explain from within the traditional business-history framework the company's prolonged inability to create a profitable chain of department stores in Western Canada. During the interwar years the HBC was highly competitive in its marketing methods and up-to-date in its business structure. Indeed, the company's failure seems to have stemmed in large measure from these very factors, from its excessive reliance upon scientific management formulas and organizational theories. It was only during the Depression that the Bay was able to recoup its losses by moving away from the professional orthodoxies of the twenties, returning to older business structures, and deciding on a more consumer-oriented approach.