Thesis (M.S.) -- Central Connecticut State University, 2010. / Thesis advisor: Brian Sommers. "... in partial fulfillment of the requirements for the degree of Master of Science in Geography." Includes bibliographical references (leaves 62-65). Also available via the World Wide Web.

This qualitative analysis examines Wal-Mart managers‟ perspectives of the strategies that the U.S. corporation has implemented in order to increase its sales and profits at more than 4,000 stores in local U.S. communities. Two theoretical paradigms are specifically used: glocalization and grobalization. The former refers to cultural adaptation; the latter means standardization. The ultimate goal of the researcher is to identify the dialectical tensions between those two current forms of globalization. In-depth, face-to-face, qualitative interviewing of ten Wal-Mart managers in Central Florida allowed the researcher to actually comprehend managers‟ perspectives, gather fresh data, and construct a final product to enlighten readers on the current Wal-Martization of the United States. Throughout the data reduction process, four key themes surfaced as the most relevant to the initial research questions: (1) Awareness of Glocalization as Key to Success, (2) Grobalization Strategies Implemented, (3) Centralization as a Pattern of Grobalization, and (4) Organizational Socialization. Overall, it was found that Wal-Martization is a process that requires complex strategies and efforts to match the contemporary conditions of globalization. Meeting the needs of local Wal-Mart stores varies from one geographical location to the next. While, by definition, grobalization is a reversal of the meaning of glocalization, this study has revealed that part of Wal-Mart‟s phenomenal success is to be both grobalizing and glocalizing. Wal-Mart offers its customers the opportunity of consuming locally (e.g., Hispanic products, Mediterranean food), globally (e.g., universal U.S. merchandise), or both simultaneously (like products and traditions found in Orlando stores). In this sense, both glocalization and grobalization are effective for the successful Wal-Martization of U.S. communities

Since 1997, the retail industry of South Korea has suffered a decline in sales due to the nation's financial crisis. Because of the increase of price consciousness, discount stores have become the stores most attractive to South Korean consumers. The purpose of this study was to (a) compare the differences between South Korean and the U.S. consumers in demographics, shopping orientation, perception of the importance of store and product attributes, and store evaluation, satisfaction and patronage in discount stores and (b) examine the relationships among the six variables. In addition, South Korean consumers' preferences toward the strategies used in the U.S. discount stores were examined to determine whether these strategies could be adapted to South Korean discount stores. The proposed model suggests that consumers' shopping orientation affects their perception of the importance of store and product attributes. Consumers' perception of the importance of attributes affects how they evaluate a store. Consumers' evaluation of the store then influences their satisfaction with the store. If consumers are satisfied with the store, they choose to patronize the store. A total of 234 participants recruited at Wal-Mart were included in this study, 117 from South Korea and 117 from the U.S. Results showed that there were significant differences between the two countries in participants' occupation, marital status, age, education, the perception of the importance of attributes in discount stores, and store evaluation and satisfaction. When the relationships between variables were examined, results showed that the proposed model is partially supported. When South Korean participants' preferences toward the strategies used in the U.S. were examined, they showed high preferences toward some strategies. The implication of the results were discussed. / Master of Science

Ce mémoire tente d’identifier la nature du lien entre les stratégies d’organisation syndicale et le résultat des campagnes de syndicalisation. À l’aide d’une étude du cas des campagnes d’organisation menées par les Travailleurs et travailleuses unis de l’alimentation et du commerce (TUAC) chez Wal-Mart au Québec, nous avons examiné l’impact que peuvent avoir différentes variables sur le succès d’une campagne. La littérature sur le renouveau syndical nous a permis d’identifier trois types de campagnes, soit la campagne traditionnelle, la campagne intégrale et la campagne de mouvement social, et nous a amenés à postuler que le type de campagne privilégié aura un effet sur l’impact de la campagne. Nos résultats nous permettent d’arriver à trois conclusions. Premièrement, nous notons deux tactiques relevant de la campagne traditionnelle ayant eu un impact positif sur le résultat des campagnes : l’utilisation de la technique du blitz et le recrutement de poteaux solides. Deuxièmement, le degré d’opposition patronale à la syndicalisation semble avoir un impact sur le degré de succès d’une campagne. Troisièmement, l’analyse des résultats nous permet de constater l’impact significatif du cadre juridique. L’un des éléments les plus importants est l’accréditation par décompte des adhésions comparativement à l’accréditation suite à un vote. / This research tries to identify the type of link between union organizing strategies and the result of the campaigns. Using the case of the United Food and Commerce Workers (UFCW) campaigns in Wal-Mart stores in Quebec, we examined the impact of different variables on the success of a campaign. A review of the literature on union renewal led us to identify three types of campaigns, the traditional campaign, the comprehensive campaign and the social movement campaign, and to postulate that the type of campaign has an effect on the impact of the campaign. Our results enable us to arrive to three conclusions. Firstly, we note that two tactics from the traditional campaign had a positive impact on the result of the campaigns: the use of the blitz technique and the significant involvement of employees in the campaigns. Secondly, the employer’s degree of opposition to unions seems to have an impact on the degree of success of a campaign. Thirdly, the analysis of the results demonstrates the impact of the legal framework. One of the most important elements is the card-check accreditation compared to the accreditation following a vote.

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Les entreprises ont pendant longtemps priorisé une relation durable basée sur une loyauté réciproque avec leur personnel dans le but de créer un actif intangible qui constitue un avantage concurrentiel primordial pour le positionnement stratégique et la survie de l'entreprise. Cependant, l'incapacité des entreprises à autofinancer leur croissance par le réinvestissement des profits et leurs recours à des capitaux externes a rompu l'équilibre qui existait entre les intérêts des entreprises et ceux des différentes parties prenantes selon l'ancien modèle de loyauté réciproque (Stakeholders). Le recours massif aux détenteurs de capitaux a impliqué un divorce graduel entre la propriété et la gestion obligeant les entreprises à répudier la relation de loyauté réciproque qui existait entre elles et ses parties prenantes et à adopter un nouveau modèle de marché axé sur la création de valeur pour les actionnaires (Shareholders). Dès lors, différents changements majeurs ont reconfiguré radicalement l'environnement interne et externe de l'entreprise en accentuant les pressions de marché qui ont forcé les entreprises à adopter radicalement ou graduellement un nouveau modèle de gestion à l'intersection de trois marchés: marché des produits et services, marchés financiers et marché des talents. Dans ce mémoire, nous nous intéresserons particulièrement aux pressions issues des marchés résultant du bouleversement des contextes et leurs impacts sur l'entreprise. Dans ce cadre, l'objectif de ce mémoire était de comprendre et d'étudier la capacité de certaines entreprises à adopter le nouveau modèle de marché tout en conservant certaines caractéristiques de l'ancien modèle de loyauté réciproque. Le cas de l'industrie de la vente au détail aux États-Unis et plus précisément le cas de l'entreprise Wal-Mart, leader mondial de cette industrie a été étudié pour apporter des éléments de réponses à notre questionnement. Notre étude confirme que les pressions conjuguées des trois marchés ont vraiment créé des discontinuités considérables tout le long de l'évolution de cette industrie aux États-Unis durant la période étudiée, soit de 1970 à nos jours. Concentration de l'industrie, pressions réglementaires, réduction des marges de profit, intégration verticale virtuelle des fournisseurs, innovations technologiques, pressions des unions syndicales, croissance par le biais des fusions et acquisitions. Tous ces éléments se sont conjugués pour soumettre l'industrie de la vente au détail à de nouveaux enjeux et de nouvelles menaces qui ont radicalement bouleversé le contexte de gestion traditionnel. Le cas Wal-Malt révèle qu'une transition partielle d'un modèle de loyauté réciproque vers un modèle de marché a eu lieu au sein de cette entreprise. Cette transition a impliqué des changements profonds dans la stratégie, l'organisation et la gouvernance de l'entreprise. Toutefois, le cas dévoile aussi que Wal-Mart a adopté un modèle de gestion mixte en conservant, dans la mesure du possible, certaines caractéristiques de l'ancien modèle de loyauté réciproque. ______________________________________________________________________________ MOTS-CLÉS DE L’AUTEUR : Stratégie, Industrie de la vente au détail, Loyauté réciproque, Modèle d'affaires.

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La satisfaction du client, parce qu’elle serait un prédicteur de la fidélité à l’entreprise, revêt une importance capitale pour les entreprises contemporaines. Mais, bien que la présence d’un lien entre ces deux variables soit soutenue par la littérature scientifique, peu de modèles expliquent cette relation. Cette étude avait donc pour objectif de tester le modèle de fidélisation du client de Oliver (1980, 1997), basé sur la théorie de l’action raisonnée (Fishbein & Ajzen, 1975). L’échantillon était composé d’étudiants de l’Université Laval et de l’Université du Québec à Rimouski. Les échelles de mesure développées possédaient de bonnes qualités psychométriques. Enfin, les résultats appuient le modèle de Oliver. Ainsi, nous observons une relation positive entre la satisfaction du client et son attitude envers la fidélité à l’entreprise, puis entre cette dernière variable et l’intention d’être fidèle à l’entreprise, ainsi qu’entre l’intention et le comportement de fidélité. / Customer satisfaction, because it is thought to be a predictor of customer loyalty, is of capital importance for companies. However, even though scientific literature supports the existence of a relationship between these two variables, few models explain it. Hence, the aim of this study was to test Oliver’s customer loyalty model (1980, 1997), which explains the satisfaction-loyalty relationship using the theory of reasoned action (Fishbein & Ajzen, 1975). Our sample included students from both Laval University and University of Quebec at Rimouski. The measurement scales developed for this study had, in most cases, sound psychometric properties. Finally, results supported Oliver’s (1980, 1997) customer loyalty model. Indeed, our data showed a positive linear relationship between customer satisfaction and the attitude toward being loyal to the company, between this last variable and the intention to be loyal to the company and, in addition, between intention and loyalty.

The author highlights the important role of logistics and its application to international trade. To succeed in business it is crucial to reveal new logistics trends in order to adapt to the changes as soon as possible. The main objective of the thesis is therefore providing the analysis of current logistics trends and pointing out the factors that will have a major impact on the future direction of logistics. At the end there are case studies on companies Škoda Auto and Wal-Mart to familiarize with new logistics approaches in practice.

Made available in DSpace on 2010-04-20T20:51:09Z (GMT). No. of bitstreams: 0 Previous issue date: 2003-03-17T00:00:00Z / Este estudo teve por objetivo identificar e descrever o processo de estratégia de duas grandes organizações do ramo varejista pela ótica da estratégia deliberada, destacando as principais características, modelos e ferramentas teóricas que se aplicam aos casos empíricos. Assim, realizou-se uma pesquisa qualitativa, essencialmente descritiva, com abordagem de estudo de caso junto ao Makro Atacadista e a Wal-Mart. Observou-se que o processo de estratégia do Makro caracteriza-se por ser formal, consciente, sistemático, contínuo e organizado e por seguir uma sequência bem definida de etapas pré-programadas. Os agentes estratégicos são os Diretores da empresa e a estratégia é tornada explícita através de planos e programas. Na Wal-Mart, a formulação da estratégia passa por um processo de concepção, no qual o líder (Presidente da empresa) tem papel fundamental. O modelo é simples e informal e as estratégias são implementadas através de um processo de institucionalização. Nos dois casos, a formulação da estratégia precede a implementação, sendo que a formulação é responsabilidade do Presidente e Diretores e a implementação é executada por seus subordinados. Não se utilizam nos casos as ferramentas analíticas propostas por alguns teóricos da estratégia deliberada e a análise da concorrência é realizada de modo intuitivo. Além disso, não se verifica um modelo de estratégia padrão para as empresas estudadas. Cada qual impõe as suas especificidades organizacionais ao processo de estratégia. Observou-se: que o processo deliberado gera integração e unidade entre os funcionários das empresas, pois todos se alinham num foco comum. Constatou-se ainda a importância do sistema tecnológico das empresas no processo de estratégia, principalmente no que se refere ao controle estratégico. Por fim, o estudo realizado pela ótica da estratégia deliberada demonstrou-se importante, pois, ao contrário do que alguns teóricos, em especial Mintzberg, argumentam, os processos de estratégia empíricos provaram-se essencialmente deliberados. / This study had as purpose to identify and describe the strategy process of two major retailers from the point of view of deliberate strategy, pointing out the main characteristics, models and theoretical tools applicable to empirical cases. .Thus, a qualitative, essentially descriptive research was performed, approaching a case study with Makro Atacadista and Wal-Mart. It was observed that Makro's strategy process is distinguished for being formal, conscious, systematic, continuous and organized, and following a well-defined sequence of predetermined stages. The strategic agents are the company's Directors and the strategy is made explicit through plans and programs. At WalMart, strategy formulation undergoes a conception process where the leader (President of the company) plays a criticai role. The model is simple and informal and the strategies are implemented through an institutionalization processo In both cases, strategy formulation precedes implementation, where the President and the Directors are responsible for its formulation while their subordinates perform its implementation. The analytic tools proposed by some theorists of deliberate strategy are not used in these cases and the competitors' analysis is made based on intuition. Besides, there is no standard strategy model for the surveyed companies. Each of them imposes its own organizational peculiarities on the strategy processo It was observed that the deliberate process generates integration and unity among the companies' employees, since they are ali aligned with a common focus. It was verified further that the companies' technological system is very important for their strategy processes, particularly as regards the strategic control. Finally, the study made from the point of view of deliberate strategy showed up to be extremely important, since, as otherwise argued by some theorists, particularly Mintzberg, empirical strategy processes proved to be essentially deliberate.