Proefschrift--Amsterdam. / Corrigenda slip inserted. Preface in Dutch and English. Bibliography: p. 248-251.

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The following is an examination of the effects of multi-tier pay structures upon worker perceptions of pay equity. This study represents a synthesis and replication of two earlier studies that achieved substantially different results. The core elements of the two primary studies (Martin and Peterson, 1987 and Cappelli and Sherer, 1990) were replicated in a unionized retail food operation. It was hypothesized that top tier workers would have more positive perceptions of pay equity, pay satisfaction, company commitment, and union commitment than would lower tier workers. Further, it was hypothesized that positive perceptions of job mobility would be inversely related to the above measures. Support was found for between-tier differences in both pay satisfaction and pay equity. Support was also found for the inverse relationship between job mobility and all of the above dependent measures. / Master of Science

by Hui Peter. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaf 65). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter I. --- INTRODUCTION --- p.1 / Scope and Statement of the Problem --- p.1 / Definition --- p.2 / Grocery Retail Industry --- p.2 / Scanning --- p.4 / EDI --- p.4 / The Company --- p.5 / Objectives --- p.7 / Methodology --- p.8 / Chapter II. --- PRESENT SITUATION AND PROBLEM AREAS --- p.9 / Accounting System --- p.9 / Tangible .Problem --- p.10 / Prices Change --- p.10 / Price Marking --- p.13 / Pricing Control --- p.13 / Store Shrinkage --- p.14 / Intangible Problems --- p.14 / Product Movement --- p.15 / Monitor Promotion --- p.16 / Customer Information --- p.17 / Manpower Shortage --- p.17 / Chapter III. --- THE CHARACTERISTICS OF SCANNING AND EDI --- p.19 / Electronic Point-of-Sale (EPOS) Terminal --- p.19 / Bar Code Scanner --- p.20 / Mechanics Of EPOS Terminal --- p.21 / Scanning System --- p.23 / EDI Concept --- p.24 / Chapter IV. --- THE BENEFITS OF SCANNING AND EDI --- p.26 / Tangible Benefits - Scanning --- p.26 / Elimination Of Prices Change --- p.26 / Reduction In Price Marking And Price Change Labour --- p.27 / Reduction In Store Shrinkage --- p.27 / Increase In Checkout Productivity --- p.28 / Reduction In Store Bookkeeping --- p.28 / Intangible Benefits - Scanning --- p.29 / Improved Product Movement Information --- p.29 / Markdown Losses --- p.30 / Improved Customer Information --- p.30 / Customer Benefits --- p.31 / Front-End Labour Scheduling --- p.31 / Security --- p.31 / Simplified Training --- p.32 / Use Of Plastic Money --- p.32 / EDI Benefits --- p.32 / Purchasing --- p.33 / Inventory --- p.34 / Invoices --- p.34 / Chapter V. --- HOW TO GET STARTED --- p.35 / Vendor Presentation --- p.35 / Talk To Other Retailers --- p.36 / Define Goals To Achieve --- p.36 / Costs And Benefits Analysis --- p.37 / Set Up Steering Committee And Project Team --- p.38 / Project Planning --- p.39 / Implementation Plan --- p.40 / Monitoring Plan --- p.41 / Chapter VI. --- CONCLUSION --- p.42 / APPENDIX --- p.44 / BIBLIOGRAPHY --- p.65

Thesis (M.A.)--Carleton University, 2003. / Includes bibliographical references (p. 94-99). Also available in electronic format on the Internet.

Thesis--Columbia University, 1930. / Cover title. Vita. Published also as University of Buffalo studies in business, no. 4. An expansion and revision of the author's Retail trade mortality in Buffalo, 1918-28. Bibliography: p. 183-188.

Thesis (M.S.)--The University of North Carolina at Greensboro, 2009. / Directed by Jo Leimenstoll; submitted to the Dept. of Interior Architecture. Title from PDF t.p. (viewed May 6, 2010). Includes bibliographical references (p. 64-67).

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As producers of national and international brands, manufacturers and service providers were the focus of brand management literature. However, as retailers have become major players nationally and internationally, managing retailers as brands have become a major challenge. The retailer unique business nature, and managerial needs as well as its ever-changing business environment render managing the retail brand a unique and complex task. For the retail brand to embrace and adapt to its managerial challenges, a multitude of brand management approaches should be employed. However, when addressing retailers as brands, the retail management literature has failed to account for this multiplicity exposing a gap in the literature. To fill this gap, a communal retail brand management model is proposed to help retailers embrace and adapt to their various branding requirements inflicted by their business challenges. To build the model, a common core among the various approaches involved in managing retail brands should be identified so as to simplify, by forming a unified approach, yet maintain the essence of each approach. The holistic, humanitarian and managerial orientations of the concept of organizational culture identify it as the common core and thus act as the backbone on which the model will be built. Since the model will be built through cultural interpretation, the ethnographic tradition of qualitative inquiry is utilized because it provides an emic perspective, which is the best strategy (that consequently provides best tools) for interpreting cultures. Besides, the flexibility of the ethnographic tradition allows the adoption of other qualitative traditions of enquiry to aid in building the model. Thus, the case study tradition is employed to confine the study within the precincts of a single retail brand in order to conduct deep analysis for several stakeholders simultaneously. Additionally, the analytical technique of the grounded theory tradition is employed to capitalize on its systematic ability to form conceptual themes out of raw data that, ultimately, become the model's building blocks. In light of conducting a five-months participant observation study in two grocery stores of a leading supermarket brand in two countries (Sainsbury's stores in the UK and Egypt), the findings revealed that modelling the retail brand culture resembles, metaphorically, a tree. The culture symbols resemble the tree attractive leaves, the rituals & local heroes resemble the supportive trunk, and values resemble the roots that anchor in the soil, which, in turn, resembles the cultures in which the retailer operates. The thesis concludes that the Tree- Model is a road map that guides retailers to build and manage their brand identity and consequently enable them to embrace and adapt to the various branding requirements dictated by their business challenges.

The purpose of this study was basically fivefold: 1) to examine the historical development and significance of the retail mix as a retail management concept; 2) to identify the nature and structure of the independent variables which make up a retail management mix; 3) to distinguish the nature and significance of each variable within the structure of the retail management mix; 4) to propose and develop an interrelated set of propositions in the form of a retail management mix for retail grocery establishments belonging to a retailer-cooperative in the state of Texas; and 5) to relate the retail management mix theory to dependent variables gross profit margin, net profit margin, gross profit return on inventory, and net profit return on inventory. The major thrust of this study was to propose and research a retail management mix theory for retail grocery establishments belonging to a retailer-cooperative in the state of Texas.