by Lok Wing-hung. / Bibliography: leaves 70-71 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1986

This survey presents views of department store officials on what they expect from their employees in an effort to improve the training of stenographers and secretaries.

by Lam Yau-han. / Bibliography: leaves 84-86 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1985

by Chan Min, Simon, Wong Suet Ching, Magdalene. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 99-101). / TABLE OF CONTENTS --- p.iii-iv / LIST OF TABLES --- p.v / PREFACE --- p.vi / Chapter / Chapter I. --- INTRODUCTION / Characteristics of Modern Consumer Behaviour --- p.1 / Framework of the Project --- p.1 / Methodology --- p.2 / Moulding Consumer Behaviour --- p.3 / Chapter II. --- CONSUMER BEHAVIOUR AND MARKETING STRATEGY / Definition of Consumer Behaviour --- p.4 / The Basic Characteristics of Consumer Behaviour --- p.4 / Key 1 : Motivation --- p.5 / Key 2 : Consumer Behaviour Includes Many Activities --- p.6 / Key 3 : Consumer Behaviour is a Process --- p.7 / Key 4 : Consumer Behaviour Differs in Timing and Complexity --- p.7 / Key 5 : Consumer Behaviour Involves Different Roles --- p.8 / Key 6 : Consumer Behaviour is Influenced by External Factors --- p.9 / Key 7 : Consumer Behaviour Differs for Different People --- p.9 / The Institutional Consumer Behaviour --- p.10-11 / Similarities to Individual Consumer Buying / Differences from Individual Consumer Buying / Chapter III. --- MACROENVIRONMENT / The Importance of China Market --- p.12 / The Sociological Aspect of China Market --- p.13 / The Economic Aspect of China Consumer Market --- p.13-16 / Recent Political Development --- p.17-18 / Chapter IV. --- MICROENVIRONMENT / Zhuhai City --- p.19-23 / Zhuhai Department Store --- p.24 / Mission of Zhuhai Development Store --- p.24 / Marketing Approach --- p.24 / Strength of Zhuhai Department Store --- p.25 / An Analysis of its weaknesses --- p.26 / Threats of The Store --- p.26 / Opportunities for The Store --- p.27 / Chapter V. --- TRENDS OF CONSUMER BEHAVIOUR IN ZHUHAI CITY / Marketing Survey of Consumer Behaviour in Zhuhai City / Questionnaire Survey / Methodology --- p.28 / Analysis of Questionnaire Result --- p.29-35 / Interviews of Zhuhai Department Store / Methodology --- p.36 / Analysis of Interview Results --- p.37 / Zhuhai Department Store In Store Observation --- p.38-39.13 / Chapter VI. --- INTERVIEW WITH EXPERTISE OF HONG KONG ACADEMIC AND COMMERCIAL FIELD / Methodology --- p.40 / Analysis of Interview Results --- p.41 / Chapter VII. --- RECOMMENDED STRATEGIES / Market Segmentation --- p.42 / Market Penetration --- p.42 / Market Development --- p.43 / Pricing Strategy --- p.43 / Product Strategy --- p.43 / Advertising / Promotion Strategy --- p.43 / Building Up Corporate Image --- p.44 / Quality Management --- p.44 / Incentive for Sales --- p.44 / Education for Customer --- p.44 / APPENDIX --- p.45-98 / BIBLIOGRAPHY --- p.99-101

Thesis (MBA)--Stellenbosch University, 2011. / Customers expect from a store that displays expensive products to make an effort to decorate the store with atmospheric elements to create a prestige atmosphere. The four stores that the participants visited target upper-class customers and display expensive products. One of the participants mentioned that the atmosphere in Hip Hop remind her of a take-away restaurant. Hip Hop was making no effort to decorate its stores to create a hedonic experience for its customers. They were relying on their well-known brand name to sell their products. In the long run, this strategy will not be effective as the competition gets tougher and more brands enter the market. High-class fashion stores focus more on hedonic customers. Customers do not need to buy expensive clothes as there are many discount stores that could fulfil their clothing needs. In order for high-class fashion stores to attract customers they need to create a hedonic experience for their customers in the store. The customers must want to enter the store and spend time in the store. Atmospheric elements can attract customers to the store and influence the time they spend in the store. It is important that new fashion stores have the right atmospheric design in their stores. New stores cannot rely on a name as this is not well known. The atmospheric design of a store tells customers what they can expect in the store. One of our main findings is that there is a difference between the atmospheric designs in shopping centres. The fashion stores in the V&A Waterfront in Cape Town use atmospherics in their stores to create a prestige atmosphere for their upper-class customers. On the other hand, the atmospheric designs in the fashion stores in Canal Walk, which attracts middle-class customers, had a lower quality and were not regarded to be as prestige as those of the V&A Waterfront stores. The most expensive merchandise was also found in the fashion stores in the V&A Waterfront. Most of the stores in our sample use some atmospheric elements. However, the combination of the atmospheric elements in the stores did not always match. The participants viewed the atmospheric design as a whole and it was important to them that all the atmospheric elements fit together. The participants were noticeably disappointed with a store that did not make use of atmospherics to enhance its customers’ shopping experience. They found the store too plain as the storeowner did not make any effort to decorate the store. When they entered a store that did make use of atmospherics, the participants mentioned that they would like to spend more time in the store.

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Management Studies / Master / Master of Business Administration

This research is focused on three food multiple retailers, Sainsbury plc, Tesco plc, and Safeway plc. The research is designed to explore the relationship between technology and strategy in these organisations. The currently held view among the researchers and managers of these organisations is that technology has a limited impact on the processes that formulate strategy, and as such may be regarded as having an enabling role. This thesis proposes that while this view may have been correct in the past it is so no longer, and that technology is not following strategy but leading strategy in the food retailers examined. In order to confirm this thesis the history, technical development and technical structure of the three retailers was investigated. The results of this research was subsequently analysed and the following conclusions were made: a. Technology has a much greater impact on the strategy of multiple food retailers than has been previously thought. Technology defines the boundaries of operational activities, and, through controlling a substantial proportion of the information that managers use in the strategy making process, technology de facto if not de jure greatly influences the retailers strategies, and in some cases may actually lead them. b. The food multiples, in not appreciating the extent to which their fate is tied up with the information technology they are using, are failing to educate and train the general management of the organisations technologically. c. Technological progress is widening the gap between the general management and technical management, and in the long run this will cause serious strategic problems unless this gap is closed through positive action

by So Oi-kwan, Christina. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Bibliography: leaves 71-72.

This thesis investigates the history of labour management at David Jones, the major Australian retailer and manufacturer, between the years 1838 and 1958. This thesis examines the development of consent-based approach to labour management at David Jones, in particular the development of paternalism and welfarism. In doing so this thesis explores both general questions regarding the factors that influence why certain firms adopt a consent-based approach to labour management, as well as informing debates around the existence of nineteenth century paternalism and the origins of twentieth century welfarism. The historical material contained at the David Jones Archives and elsewhere reveals little evidence of paternalism as a deliberate management strategy. This brings into question the usefulness of paternalism as a concept in the historical study of Australian labour management. The inability to trace paternalism also undermines explanations of twentieth century welfarism premised on the pre-existence of nineteenth century paternalism. The historical materials, however, do note that twentieth century welfarism was a deliberate labour management strategy adopted by David Jones management. Welfarism, combined with systematic management and training, was initially adopted following the First World War to deal with the threat of industrial turmoil. However, in the 1930s, welfarism increasingly became a pro-active strategy designed to create skilled selling and raise the profile of the firm within the community. Further, welfarism at David Jones in the inter-war period was more than merely a new form of paternalism, somehow transformed by being in a larger, more bureaucratic setting or a result of employers confronted an increasingly feminised workforce. Welfarism at David Jones was a deliberate strategy, informed by overseas experiments, management consultants and the new science of psychology. Welfarism at David Jones continued into the post World War Two period. However, new forms of retailing, in particular self-service, undermined attempts to create skilled selling. Elements of welfarism remain at David Jones and continue to support the firm???s corporate image as a provider of high-quality customer service.