abstract: 近20年,中国品牌零售业的快速发展使其成为全球第三大零售市场。消费者的需求量在大幅增长，对于本土企业来说，机遇与挑战并存。 对于连锁型品牌零售企业，员工是其产品和服务的载体。而如何做好不同层次的人员的激励体系，并得以踏实的落实和执行，是企业经营中非常关键的环节，也是品牌零售企业在竞争中获取优势的根本保证。另外，由于连锁零售企业基层员工流动性大、总体素质较低，如何对这部分员工实施有效的绩效考核,成为很多连锁零售企业管理人员面临的一个难题。 本文将长期和短期激励作为主要的研究内容。从整体国内企业来看，运转良好的绩效考评体系并不多，大部分企业的绩效考评体系只注重短期激励而忽视了长期激励的作用，绩效考评关注的是目标的实现，与员工的发展相脱节。因此，如何做好品牌企业的激励体系，如何在人才竞争中取得先机，并最大化企业利润，是本文研究的重心。 目前的研究空白在于对连锁型店铺的激励绩效。而考虑到品牌零售中的连锁经营往往涉及到成百上千家门店，涉及到的从业人数较多，因而对门店的激励绩效的成败是关系到企业整体激励绩效好坏的关键。 本文对激励绩效方案的相关理论进行回顾、分析与总结，从委托代理理论、激励理论、交易成本理论和产权理论入手，分析连锁型品牌零售企业的激励绩效特点。连锁型品牌零售企业合伙制本质上与特许经营精神及设计理念一致，而想要改进的正是特许经营中加盟店与总部的博弈与消耗，形成利益共同体，达到企业价值最大化的目标。 通过连锁型品牌零售企业绩效激励的真实案例（永辉超市合伙人制度、拉夏贝尔店铺合伙人制度、康奈零投入型与交股金型两种店铺合伙人制度）分析得出风险共担、超额利润分成的合伙人制度在连锁型品牌零售企业激励绩效方案设计中的可行性及意义，并从中发现了已有实践存在的问题，并提出建议。 店铺合伙人制度激励店长、提高单店销售业绩、减少交易成本、提高管理效率的正向作用毋庸置疑，建议在实践中积极推行与完善。 / Dissertation/Thesis / Doctoral Dissertation Business Administration 2019

Sales are central to retail companies. One of the main problems for these companies is when products are sold later than expected, causing overstock due to lower inventory turnover, which increases inventory levels. Therefore, for many retailers, it is important to solve this problem. This is mostly applicable to companies engaged in sales; however, if we take into account the main supplier and the way they act within the supply chain, we must also consider an additional approach. Since online sales are a major innovation brought about by the new digital era, it is standard for sales strategies to focus on this new requirement of customers. In this way, the main supplier takes a leap forward on Internet sales, creating another sales channel. This is when companies under the supply chain start losing sales. According to the above, a dual supply chain model was suggested using the SCOR model and drop shipping. After the improvement proposal was implemented, the company reported a reduction of approximately S/13,000 when comparing the first quarter of 2018 to that of 2019.

This paper presents a qualitative case study to investigate how large international Swedish retail companies can adapt their green supply chain management strategies to cope with the pandemic and future crises. The findings are derived by combining relevant concepts of green supply chain management, such as the triple bottom line theory and circular economy, with primary data from interviews on green supply chain practices in four large international Swedish companies.

A retail enterprise is a business organisation that sells goods or services directly to consumers for personal use. Retail enterprises such as supermarkets enable customers to go around the shop picking items from the shelves and placing them into their baskets. The basket of each customer is captured into transactional systems. In this research study, retail enterprises were classified into two main categories: centralised and distributed retail enterprises. A distributed retail enterprise is one that issues the decision rights to the branches or groups nearest to the data collection, while in centralised retail enterprises the decision rights of the branches are concentrated in a single authority. It is difficult for retail enterprises to ascertain customer preferences by merely observing transactions. This has led to quantifiable losses. Although some enterprises implemented classical business models to address these challenging issues, they still lacked analytics-based marketing programs to gain competitive advantage. This research study develops an intelligent analytics-based (ARANN) model for both distributed and centralised retail enterprises in the cross-demographics of a developing country. The ARANN model is built on association rules (AR), complemented by artificial neural networks (ANN) to strengthen the results of these two individual models. The ARANN model was tested using real-life and publicly available transactional datasets for the generation of product arrangement sets. In centralised retail enterprises, the data from different branches was integrated and pre-processed to remove data impurities. The cleaned data was then fed into the ARANN model. On the other hand, in distributed retail enterprises data was collected branch per branch and cleaned. The cleaned data was fed into the ARANN model. According to experimental analytics, the ARANN model can generate improved product arrangement sets, thereby improving the confidence of retail enterprise decision-makers in competitive environments. It was also observed that the ARANN model performed faster in distributed than in centralised retail enterprises. This research is beneficial for sustainable businesses and consideration of the results is therefore recommended to retail enterprises. / Computing / M Sc. (Computing)