Abstract: The aim of the work is to evaluate six different projects of the expansion of the company Tesco through opening new stores and choosing the best option on the general level. Shops differ from each other by their size (express, supermarket, hypermarket) and by the way of obtaining the required area (lease, building an own store). The whole thesis is divided into three parts. The theoretical part describes the development of the Czech retail market with food since 1996, when Tesco entered the Czech market. Methodology part describes different methods of evaluating investments. Practical part compare above mentioned projects with each other by using the methods described in the methodological part. The thesis found as the most suitable way of expansion the express format store, realized more likely by the option of lease than building a new store. However author mentioned that decision, if it is better to open the store in the leased place or built an own store significantly depends on specific terms of the project and it is not possible clearly decide on the general level. The thesis was written on the base of data provided for the purposes of this work by Tesco Stores ČR plc.

Theme of this thesis is utilization of ERP system MS Dynamics AX 2009 in retail environment. Its main goal is to create analysis that will evaluate suitability of MS Dynamics AX implementation in retail business. This goal is realized by achieving three steps. First step is introduction and analysis of retail business processes. This includes introduction of general process in theory followed by description of typical needs and requirements of retail enterprise. Second step is analysis of functionality offered by MS Dynamics AX and identification of its deficiencies in terms of usability in retail. Third step is creation of solution proposal for requirements that are not covered by MS Dynamics AX functionality. Contribution of this thesis is introduction of common needs and requirements of retail enterprise in chosen business segment. Also practical demonstration of how are key business processes supported by MS Dynamics AX. At last added value is also in creating a solution proposal, which will solve identified deficiencies by means of program customization. Structure of thesis is based on key business processes of retail and it's divided to theoretical and practical part. Chapters of each part are sorted into order of product life cycle, which is purchase, logistics and sales. Practical part also deals with product management.

Wong, Mei Ting. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2010. / Includes bibliographical references (p. 115-120). / Abstracts in English and Chinese. / Chapter 1. --- Introduction --- p.1 / Chapter 1.1 --- Background --- p.1 / Chapter 1.2 --- Our Contributions --- p.4 / Chapter 1.3 --- Framework of Shelf Space Allocation Problem --- p.4 / Chapter 1.4 --- Organization --- p.6 / Chapter 2. --- Literature Review --- p.7 / Chapter 2.1 --- Introduction --- p.7 / Chapter 2.2 --- Commercial Approaches --- p.7 / Chapter 2.3 --- Experimental Approaches --- p.8 / Chapter 2.4 --- Optimization Approaches --- p.11 / Chapter 2.4.1 --- Exact Approaches --- p.11 / Chapter 2.4.2 --- Heuristics Approaches --- p.16 / Chapter 2.5 --- Summary --- p.19 / Chapter 3. --- Overview of Shelf Space Allocation Problem --- p.21 / Chapter 3.1 --- Introduction --- p.21 / Chapter 3.2 --- Problem description --- p.22 / Chapter 3.2.1 --- Mathematical Model --- p.24 / Chapter 3.2.1.1 --- Notations --- p.25 / Chapter 3.2.1.2 --- Model --- p.25 / Chapter 3.2.1.3 --- Assumption --- p.26 / Chapter 3.2.1.4 --- Notations of final model --- p.27 / Chapter 3.2.1.5 --- Final model --- p.27 / Chapter 3.3 --- Original Heuristic --- p.28 / Chapter 3.3.1 --- Yang (2001) Method --- p.28 / Chapter 3.3.2 --- Remarks on Original Heuristic --- p.29 / Chapter 3.4 --- Original Heuristic with Yang's Adjustment --- p.30 / Chapter 3.4.1 --- Remarks on Yang's Adjustment --- p.32 / Chapter 3.5 --- New Neighborhood Movements --- p.33 / Chapter 3.5.1 --- New Adjustment Phase --- p.33 / Chapter 3.6 --- Network Flow Model --- p.35 / Chapter 3.6.1 --- ULSSAP --- p.35 / Chapter 3.6.2 --- Transforming shelf space allocation problem (SSAP) --- p.38 / Chapter 3.7 --- Tabu Search --- p.41 / Chapter 3.7.1 --- Tabu Search Algorithm --- p.42 / Chapter 3.7.1.1 --- Neighborhood search moves --- p.42 / Chapter 3.7.1.2 --- Candidate list strategy --- p.45 / Chapter 3.7.1.3 --- Tabu list --- p.46 / Chapter 3.7.1.4 --- Aspiration criteria.........................................: --- p.47 / Chapter 3.7.1.5 --- Intensification and Diversification --- p.48 / Chapter 3.7.1.6 --- Stopping criterion --- p.49 / Chapter 3.7.1.7 --- Probabilistic choice --- p.50 / Chapter 3.7.2 --- General Process of Tabu Search --- p.51 / Chapter 3.7.3 --- Application of Tabu Search to SSAP --- p.54 / Chapter 3.7.4 --- Analysis of Tabu Search --- p.58 / Chapter 4. --- Tabu Search with Path Relinking --- p.60 / Chapter 4.1 --- Introduction --- p.60 / Chapter 4.2 --- Foundations of path relinking --- p.62 / Chapter 4.3 --- Path Relinking Template --- p.65 / Chapter 4.4 --- Identification of Reference set --- p.69 / Chapter 4.5 --- Choosing initial and guiding solution --- p.73 / Chapter 4.6 --- Neighborhood structure --- p.74 / Chapter 4.7 --- Moving along paths --- p.81 / Chapter 4.8 --- Application of Tabu Search with Path Relinking --- p.87 / Chapter 4.9 --- Conclusion --- p.90 / Chapter 5. --- Computational Studies --- p.92 / Chapter 5.1 --- Introduction --- p.92 / Chapter 5.2 --- General Parameter Setting --- p.92 / Chapter 5.3 --- Parameter values for Tabu search --- p.94 / Chapter 5.4 --- Sensitivity test for Tabu search with Path Relinking --- p.95 / Chapter 5.4.1 --- Reference Set Strategies and Initial and Guiding Solution Criteria --- p.96 / Chapter 5.4.2 --- Frequency of Path Relinking --- p.99 / Chapter 5.4.3 --- Size of reference set --- p.101 / Chapter 5.4.4 --- Comparison with Tabu Search --- p.102 / Chapter 5.5 --- Comparison with other heuristics --- p.105 / Chapter 5.6 --- Conclusion --- p.109 / Chapter 6. --- Conclusion --- p.111 / Chapter 6.1 --- Summary of achievements --- p.112 / Chapter 6.2 --- Future Works --- p.113 / Bibliography --- p.115

Ingeniero Civil Industrial / Autor no autoriza el acceso a texto completo de su documento hasta el 14/4/2020. / El trabajo consiste en llevar adelante un proceso de planificación estratégica para El Especialista con miras al año 2020. El plan estratégico considera la caracterización de la situación actual de la compañía ,desde una perspectiva de estratégica,de empresa familiar y de retail, la precisión de los segmentos de clientes prioritarios y la propuesta de valor para cada segmento, además del análisis, tanto de escenarios, como de diagnóstico para formular las estrategias y finalmente realizar un presupuesto estratégico. La caracterización de la empresa busca lograr una descripción de El Especialista sobre la situación actual de distintos componentes estratégicos, donde se incluirán: Indicadores económicos, organigrama, gobierno corporativo, clientes y su segmentación, posicionamiento de la marca con los distintos clientes, tiendas, competidores, productos y propuesta de valor. Posteriormente a esta caracterización se determinará, a manera de hipótesis, los segmentos prioritarios que se atenderán y la propuesta de valor para cada segmento, según las variables tácticas de posicionamiento, formato, localización, mix de productos y cadena de suministros, hipótesis que permitirán realizar un primer acercamiento a la estrategia de El Especialista. El análisis de escenarios y diagnóstico se realizará desde tres enfoques, el Transversal que apoya a cada negocio, el del negocio Hogar y finalmente el del negocio HORECA, con el fin de servir como insumo a la formulación estratégica. Con este análisis de escenarios y diagnóstico sumado a la postura estratégica se determinará las acciones que realizará la empresa en el futuro para seguir creando valor, en los tres ejes temáticos nombrados anteriormente, la formulación estratégica responderá las acciones, recursos e indicadores de gestión para llevar todo esto acabo. La estrategia será formulada como un calce entre el negocio y la perspectiva familiar de la empresa, se utilizará un mapa estratégico para declarar esta estrategia y los objetivos asociados a ella. Una vez formulada la estrategia de la compañía se procederá a crear un presupuesto estratégico de largo plazo, de acuerdo a las decisiones que se hayan tomado anteriormente, en base a las iniciativas o actividades estratégicas que cumplen con los objetivos declarados.

The purpose of this study was to investigate preferred shopping behaviors of golfers in the state of Tennessee. While much research has been done on retail shopping behavior in general, little exists regarding shopping behavior in sport retail, and more specifically golf retail. While golfer behavior has been researched in other areas such as tourism, it has not been fully researched in the sport or retail literature. Since this segment of consumer spends millions of dollars per year, this study was conducted to fill the gap in the literature regarding this unique consumer. An online survey was distributed among a state-wide professional golf organization regarding preferred shopping and golf course attributes. Results showed a significant relationship between some variables, including brands/designers offered. This research will be helpful to golf retailers, golf merchandisers, golf marketers and managers, who sell, buy or deal with golf apparel and/or related merchandise to better tailor marketing and promotional activities and ultimately increase revenue. This paper is unique and applicable in the fact that golf has not been fully researched in the marketing or retail area.

Estágio realizado na Wipro Retail e orientado pelo Eng.º Rui Collaço / Tese de mestrado integrado. Engenharia Informática e Computação. Faculdade de Engenharia. Universidade do Porto. 2009

Estágio realizado na Wipro Retail / Tese de mestrado integrado. Engenharia Informática e Computação. Faculdade de Engenharia. Universidade do Porto. 2009

Estágio realizado na Wipro Retail e orientado pelo Eng.º José Pereira / Tese de mestrado integrado. Engenharia Informática e Computação. Faculdade de Engenharia. Universidade do Porto. 2009

Retail industry leaders seek effective strategies to improve employee motivation to increase levels of workforce productivity. The purpose of this single case study was to explore the strategies successful retail industry leaders used to motivate their employees to achieve higher levels of workforce productivity. The conceptual framework for the study was Vroom's expectancy theory of motivation. The research participants consisted of 2 retail store managers from the same retail store located in southeastern mid-Atlantic region of the United States who successfully motivated their employees. Data collection consisted of semistructured interviews, direct observation, and review of company documents. Data analysis included theme interpretation and data grouping, as well as transcript reviews, and verified the emerging themes from the interview data. The 3 main themes developed from data analysis were workplace motivation, leading by example, and performance. Retail industry leaders might use the findings of this study to provide managers with strategies to motivate their staff. The implication of this study for social change is that retail leaders might apply strategies that engage employees in their jobs while maximizing the sustainability of the organization.

In this post-boom era, the so-called dead mall is a growing phenomenon. A quintessentially American icon, the shopping mall arose in a time of prosperity, and was a central component of the pre-fab utopia of suburban life. The shopping mall was conceived to create a new and improved town center. As indoor private properties, developers attempted to engineer the conditions to instill a state of euphoria in shoppers, which would fuel the need to spend in order to heighten that satisfaction. But ultimately, just as the gratification was temporary, so too is the mall.