M.Com. (Business Management) / Please refer to full text to view abstract

Lam, Wing Tung. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 43-45). / Abstracts in English and Chinese. / Chapter 1. --- Introduction --- p.1 / Chapter 2. --- Literature Review --- p.3 / Chapter 3. --- Model Setting --- p.8 / Chapter 4. --- Equilibria of Price Competition --- p.12 / Chapter 5. --- Equilibrium number of outlets --- p.20 / Chapter 5.1 --- Equilibrium number of outlets when almost all consumers are naive --- p.22 / Chapter 5.2 --- Equilibrium number of outlets when almost all consumers are sophisticated --- p.23 / Chapter 6. --- Incentive for Obfuscation --- p.26 / Chapter 7. --- Conclusions --- p.27 / Chapter A. --- Appendix --- p.28 / Chapter A.1 --- An Example of Equilibrium with a Disproportional Pricing Strategy --- p.28 / Chapter A.2 --- An Example in which a Pure Strategy Equilibrium does not exist for Stage 1 --- p.29 / Chapter A.3 --- Formal Proofs --- p.31

The problem with which this dissertation is concerned is that of determining the true role performed by the chain supermarket store managers. A comparative study is made of chain supermarket store managers, supermarket chain-level managers, and non-food chain retail store managers and their ranking and rating of the importance of fifteen work functions ordinarily performed by retail store managers. The hypotheses of the study state that there will be a statistically significant difference in the rankings and ratings of the importance of the work functions in each of the six paired comparisons between respondent groups. In comparing chain supermarket store managers to non-food chain retail store managers, there is a statistically significant difference in their ranking of the following work functions: (1) overseeing all forms of security and enforcing store rules, company policies, laws, and other regulations; (2) handling employee disputes and discipline and assuring proper appearance and dress; (3) directing merchandising-- space allocation and display--out-of-stock, pricing, stock rotation, etc.; (4) developing good community relations by participating in civic affairs, cooperating with charities, taking part in local business activities, etc.; and (5) scheduling number of hours and employees needed. When supermarket chain-level managers are compared with nonfood chain retail store managers, there is a statistically significant difference in the ranking of the following seven work functions: (1) interviewing, hiring, and discharging of employees; (2) handling employee disputes and discipline and insuring proper appearance and dress of employees; (3) directing merchandising--space allocation and display-- out-of-stock, pricing, stock rotation, etc.; (4) developing 3 good community relations by participating in civic affairs, cooperating with charities, taking part in local business activities, etc.; (5) scheduling number of hours and employees needed; (6) delegating responsibility and authority to subordinates by allowing them to make decisions within their assigned area of responsibility; and (7) maintaining company identification in the store by following through on company-wide programs and demonstrating and directing loyalty to the company.