Detaljhandeln har förändrats i och med digitaliseringens framfart. Teknikens utveckling tillsammans med en större andel uppkopplade konsumenter innebär nya försäljnings- och marknadsföringskanaler för detaljhandlare. Detta har medfört att detaljhandelsföretag ställs inför krav av att integrera de olika kanalerna med varandra vilket inom forskningen benämns som en omnikanalstrategi. Syftet med studien har varit att, ur ett företagsperspektiv, undersöka hur svenska detaljhandelskedjor arbetar med att integrera digitala och fysiska försäljnings- och marknadsföringskanaler. Detta för att erhålla en bättre förståelse för fenomenet omnikanal och hur företag går tillväga för att integrera kanalerna med varandra. Studien ämnar bidra med kunskap kring hur företag kan skapa en enhetlig upplevelse mellan sina olika kanaler. I studien har en kvalitativ forskningsmetod tillämpats där semistrukturerade intervjuer genomfördes med detaljhandelsföretag som arbetar med omnikanaler. De företag som medverkade i studien var Cervera, Elgiganten, Gina Tricot, Kappahl, Kicks, Lyko, Netonnet och Royal Design. Resultatet av studien påvisar flera aspekter gällande hur detaljhandelsföretag kan integrera de digitala och fysiska försäljnings- och marknadsföringskanaler med varandra samt dess utmaningar och möjligheter. En modell har även tagits fram, vilken består av fyra gemensamma grundläggande steg gällande att skapa en enhetlig upplevelse mellan kanalerna. De fyra stegen som identifierats är: nulägesanalys, identifiering av kundresan, skapa konsensus samt integrera system. / The retail industry has changed with the advance of the digitalization. The development of new technology and consumers who are continuously connected online implicate new sales and marketing channels for retailers. This imply that retail companies face the requirement of integrating the different channels with each other, which in research is called an omni-channel strategy. The purpose of the study has been, from a management perspective, to investigate how Swedish retail chains work to integrate both digital and physical sales and marketing channels. This to obtain a better understanding of the phenomenon omni-channel and how companies integrate the channels. The study aims to provide knowledge for how companies can create a unitary experience between their different channels. The study applied a qualitative research method in which semi-structured interviews were conducted with Swedish retail chain companies that has an omni channel strategy. The companies that participated in the study were: Cervera, Elgiganten, Gina Tricot, Kappahl, Kicks, Lyko, Netonnet and Royal Design. The results of the study show several aspects regarding how retail companies can connect their digital and physical sales and marketing channels with each other but also which challenges and opportunities there is. A model has been developed showing four common basic steps to create a unitary experience between the channels. The four steps are: status rapport, customer journey identification, creating consensus and integrating systems.

by Au Lai Hang. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 63-65). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iv / Chapter CHAPTER I- --- INTRODUCTION --- p.1 / The Changing Distribution System in China --- p.1 / Objectives of the Study --- p.3 / Arrangement of Content --- p.4 / Chapter CHAPTER II - --- METHODOLOGY --- p.5 / Chapter CHAPTER III - --- LITERATURE REVIEW --- p.8 / Channel Selection --- p.8 / Distribution Practices Adopted in China --- p.9 / Channel Length --- p.10 / Chapter CHAPTER IV- --- CURRENT DISTRIBUTION STRUCTURE IN CHINA --- p.12 / Carbonated Soft Drinks: Coca Cola Versus Sunkist --- p.13 / Biscuits: United Biscuits Versus Nabisco --- p.19 / Chocolate : Mars Versus Ferrero --- p.25 / Generalisation of Current Distribution Channel --- p.32 / Key Factors Affecting Channel Selection in this Context --- p.33 / Chapter CHAPTER V - --- THE SHANGHAI RETAIL SCENE --- p.41 / The Shanghai Economy --- p.41 / Fast Moving Consumer Goods Handlers in Shanghai --- p.43 / Development of Chain Supermarkets in Shanghai --- p.43 / Chapter CHAPTER VI - --- SURVEY FINDINGS --- p.45 / Objectives --- p.45 / Response Rate --- p.45 / Survey Results --- p.45 / Chapter CHAPTER VII - --- IMPLICATIONS --- p.50 / To Manufacturers --- p.50 / To Current Distribution Structure --- p.52 / Chapter CHAPTER VIII - --- CONCLUSION --- p.55 / APPENDIX --- p.58 / BIBLIOGRAPHY --- p.63

Theoretically, advertising has been regarded as a marketing communication; that is, advertising is subsumed under marketing. However, this thesis deconstructs the existing theories and argues that advertising historically was not a marketing tool due to practical conflicts within the British advertising industry. Field work was conducted by means of interviews in addition to document research of publications by practitioners. After the Second World War, marketing people in Britain adopted the modern marketing concepts from the US where marketing and advertising people used the same principles and practice of advertising. The thesis traces back to fundamental concepts in social sciences such as economics, sociology and psychology that marketing and advertising people applied to their disciplines. Then, relevant historical backgrounds including the history of advertising agencies, market research and account planning are explored. They indicate that advertising was not part of marketing communications but rather located between marketing and communications. The application of various social sciences and the historical backgrounds govern British agency people's practice of advertising research during the 1960s and 1970s. They used research to explain advertising effectiveness in terms of both communication and sales. However, they found some disagreements between their concepts and that of marketing people in their client companies. They felt more frustrated when clients and research companies used scientific principles and practice in measuring advertising effectiveness. The 1960s and 1970s events led to the origin of the IPA (Institute of Practitioners in Advertising) Awards in 1980. The IPA Awards were in fact the consequence of the past as they tried to maintain their stance of developing advertising effectiveness theories as opposed to those of clients and research companies for two decades. However, as the Awards grew and became one of the most recognised award schemes in the industry, they were used by agency people as a tool to increase their agencies' reputation rather than a demonstration of advertising effectiveness.

L’objectif de cette thèse est d’analyser la question du management des spécificités des rayons en grande distribution. Elle est focalisée sur le rayon fruits et légumes dont les particularités semblent peu prises en compte par les distributeurs. Ce travail s’inscrit dans le cadre du courant d’analyse stratégique du canal de distribution, qui adopte la perspective du distributeur, et reconnait que sa stratégie est orientée tant vers l’amont que l’aval du canal. Le développement des politiques marketing des distributeurs les ont conduits à opérer des restructurations visant à consolider leurs achats, et à centraliser leurs décisions. Déployant un modèle axé sur la rentabilité, le rôle de l’encadrement en magasin a été redéfini. Ce modèle semble peu compatible avec les rayons à métier. Dans une première phase d’exploration hybride, la spécificité des rayons F&L est identifiée et définie. Un cadre conceptuel d’un mode de management de ces particularités est proposé. Trois objectifs de recherche sont définis : spécifier les relations entre le mode de management du rayon et ses performances, et comprendre l’influence du degré de centralisation des décisions, et du profil spécialisé ou non du manager, sur ces modes de management. L’étude empirique s’appuie sur l’étude de quatre cas imbriqués, pour proposer un modèle final. Nous montrons qu’un mode de management respectueux des spécificités du rayon permet d’en exploiter le potentiel. Pour cela, le manager de rayon doit maîtriser à la fois des compétences redéployables dans d’autres rayons, et des compétences produits. L’efficacité d’un mode de management centralisé est limitée, les performances du rayon dépendant avant tout des capacités du manager de rayon à gérer le processus de dégradation de la qualité des produits, et de la présentation du rayon. / The purpose of this research is to analyze the management of the specificities of departments in retail store. It is focused on the produce department, whose particularities are not well recognized.This work draws on the strategic approach to distribution channel, which emphases the distributor’s perspective and acknowledges that its strategy is oriented towards both the upstream and downstream channel. The development of marketing policies of retailers has led them restructuring to consolidate their purchases and to centralize their decisions. Deploying a model based on profitability, the role of middle managers at the stores level has been redefined. This model seems to create tensions with some specific product departments. The specificity of produce department is defined based on a first hybrid exploration phase. A conceptual framework for a management style of these features is proposed. Three research objectives are defined: to specify the relations between the management style of the department and its performance, to understand the impacts of the degree of centralization of decisions on these management practices, and to acknowledge the need for manager specific skills.A final model, based on an embedded, multiple case study method is proposed. We show that a management style that respects produce specificities allow to exploit the department’s performance potential. For this, the department manager should develop both re-deployable skills and product expertise. The effectiveness of a centralized management style is limited, since the department performance depends primarily on the manager’s ability to master the process of degradation of products quality and department’s layout.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2018-10-22T12:31:33Z No. of bitstreams: 1 Renato Braga Fernandes.pdf: 4257458 bytes, checksum: ff85b6400be31e1acba1c9a9437c1e35 (MD5) / Made available in DSpace on 2018-10-22T12:31:33Z (GMT). No. of bitstreams: 1 Renato Braga Fernandes.pdf: 4257458 bytes, checksum: ff85b6400be31e1acba1c9a9437c1e35 (MD5) Previous issue date: 2018-09-06 / Research on multichannel retail management was focused on the growth of online channels and how it affected the company and consumers using traditional channels. With the maturation of e-commerce and the addition of portable channels, the retail environment faced a disruptive change. Compared to the multi-channel retail phase, Omnichannel Retail manages a much higher volume of channels. However, its biggest challenge is managing the experience of a new type of consumer. In Omnichannel Retail, the channels are interchangeable, inseparable, and used simultaneously throughout the purchase process. Acting in a business environment where the consumer is more informed and connected due to portable devices challenges retailers to qualify their personal sales management, making their offer more coherent and attractive. To do so, companies will need to perform a series of internal and external adaptations in their business model. This study had its starting point in finding out how a retail company should adapt its personal sales and sales management model to work in Omnichannel Retail, and found in the bookstore industry the case of Livraria Cultura. The company was chosen due to its relevance when compared to other national bookstores, and its history of acting in several channels, especially the sales channel, which always privileged the experience in physical stores. After data collection and analysis, evidences were found and linked in a way that allowed the establishment of seven theoretical propositions and a logical model of Livraria Cultura, which shows the challenges of personal sales management in an Omnichannel Retail / O foco das pesquisas na gestão multicanal de varejo privilegiou a atenção ao crescimento dos canais online e como isso afetava a empresa e os consumidores que usavam canais tradicionais. Com o amadurecimento do e-commerce e a adição dos canais portáteis, o ambiente de varejo passou a enfrentar uma mudança disruptiva. Se comparado à fase do varejo multicanal, o Varejo Omnichannel envolve a gestão de um volume muito superior de canais. No entanto, o seu maior desafio é a gestão da experiência de um novo tipo de consumidor. No Varejo Omnichannel, os canais são intercambiáveis e inseparáveis, utilizados de maneira simultânea, durante todo o processo de compra. Atuar num ambiente de negócio em que o consumidor está mais informado e conectado por seus dispositivos portáteis desafia os varejistas a qualificar sua gestão de vendas pessoais, tornando sua oferta mais coerente e atrativa. Para tanto, as empresas precisarão executar uma série de adequações internas e externas em seu modelo de negócio. Este estudo partiu de uma pergunta de como uma empresa varejista deveria adaptar seu modelo de vendas pessoais e gestão de vendas, para atuar no Varejo Omnichannel, e encontrou no setor de livrarias o caso da Livraria Cultura. A empresa foi escolhida por sua relevância perante outras livrarias nacionais, por seu histórico de atuação em vários canais, especialmente o canal de vendas, que sempre privilegiou a experiência nas lojas físicas. Após a coleta e análise dos dados, foi realizado um encadeamento de evidências que permitiu estabelecer sete proposições teóricas e um modelo lógico da Livraria Cultura, que demonstra os desafios da gestão de vendas pessoais num Varejo Omnichannel

Made available in DSpace on 2015-03-05T18:41:00Z (GMT). No. of bitstreams: 0 Previous issue date: 26 / Nenhuma / Os canais de marketing e distribuição podem ser considerados um dos elementos mais importantes da estratégia de uma organização. A natureza de interdependência e relacionamento entre as organizações envolvidas nos processos de comercialização e transferência faz dos canais um recurso valioso e difícil de ser imitado, constituindo-se em uma espécie de competência essencial e distintiva para as empresas que compreendem a importância das relações no canal. Além disso, a competência na consecução da estratégia de canal de marketing pode ser um fator crítico de sucesso à medida que contribui com objetivos de vendas e de posicionamento de uma empresa e sua marca. Fundamentando-se em modelos teóricos encontrados na literatura sobre marketing e canais de distribuição, o estudo aqui desenvolvido tem por objetivo investigar as características do relacionamento entre fabricantes e varejistas no canal de distribuição de bebidas, pressupondo-se que a confiança e a dependência podem levar a um comprometimento das partes e / Marketing channels and distribution can be considered one of the most important elements of the strategy of an organization. The nature of interdependence and relationship between organizations involved in the process of marketing and channels of transfer makes these channels a valuable resource and difficult to be imitated, thus becoming a sort of core and distinctive competence for companies that understand the importance of relationships in the channel. In addition, competence in delivering the strategy of marketing channel can be a critical success factor as it helps with sales goals and positioning of a company and its brand. Relying on theoretical models in the literature on marketing and distribution channels, the study developed here aims to investigate the characteristics of the relationship between manufacturers and retailers in the distribution channel of beverages, assuming that trust and dependence can lead to a commitment of the parties and the long-term orientation. Therefore, a survey of three

Relacionamentos interorganizacionais são complexos e multifacetados, por sua natureza não apenas econômica, mas social e cultural. Por sua vez, estratégias de Marketing de Relacionamento não apenas possibilitam vantagens competitivas sustentáveis, mas podem interferir nos sistemas de símbolos e significados de organizações diferentes, através da frequência e qualidade das interações e pela existência de confiança, comprometimento, cooperação e aprendizados comuns. Considerando os fundamentos e práticas do Marketing de Relacionamento, o Marketing como área de fronteira dentro das organizações e as características e processos atinentes à Cultura Organizacional, este estudo teve como propósito analisar a contribuição dos relacionamentos interorganizacionais, especificamente entre fornecedores e clientes, nas suas transformações culturais organizacionais. Assim, tendo uma revisão literária na qual se abordaram a Cultura Organizacional, o Marketing de Relacionamento e as fronteiras organizacionais, foi efetuado um estudo qualitativo de casos múltiplos. Participaram da pesquisa funcionários e intermediários de canais de marketing de uma empresa moveleira (intitulada Empresa M) e de uma empresa de prestação de serviços financeiros (intitulada Empresa S). Foram realizadas quarenta e seis entrevistas em profundidade e uma observação, em quatro fases de pesquisa: a primeira e a terceira fases na Empresa M (vinte e seis entrevistas e uma observação), e a segunda e quarta na Empresa S (vinte entrevistas). A análise de dados utilizada foi a baseada na grounded theory. Os resultados indicam a importância da confiança, do comprometimento, da cooperação e dos processos de aprendizagem nas transformações das culturas organizacionais envolvidas; a importância destas dimensões na continuidade dos relacionamentos e na redução dos conflitos de papel dos interfaceadores; o papel da rotatividade e dos símbolos e significados não compartilhados em enfraquecer essas dimensões e respectivas relações. Por fim, evidenciam a existência de uma cultura interorganizacional, um sistema de símbolos e significados partilhados, por grupos ou indivíduos de organizações diferentes, de forma transitória ou específica a determinadas questões (perspectiva cultural da fragmentação). / Interorganizational relationships are complex and multifaceted, by its nature not only economic but social and cultural. In turn, Relationship Marketing strategies not only allow sustainable competitive advantages, but can influence the systems of symbols and meanings of different organizations, through the frequency and quality of interactions and the existence of trust, commitment, cooperation and learning processes. Considering the fundamental practices of Relationship Marketing, the boundary characteristics of Marketing in organizations and the characteristics and processes related to organizational culture, this study aimed to analyze the contribution of interorganizational relationships, specifically suppliers and customers, to the changes in organizational cultures. Therefore, considering a literature review in which was addressed Organizational Culture, Relationship Marketing and organizational boundaries, it was made a qualitative multiple-case study. The participants were employees and marketing channels intermediaries of a furniture company (called Company M) and a financial services company (called Company S). Forty-six in-depth interviews and one observation were made, at four phases of research, the first and third phases in Company M, with twenty-six interviews and the observation, and the second and fourth in the Company S, with twenty interviews. The data analysis used was based on grounded theory. The results indicate the importance of trust, commitment, cooperation and learning processes in the changes of organizational cultures considered, the importance of these dimensions in the relationships continuity and boundary spanners’ role conflicts reduction and the role of turnover unshared symbols and meanings in weakening these dimensions and their relations. Finally, demonstrate the existence of interorganizational culture, a system of symbols and meanings shared by groups or individuals from different organizations, on a temporary way or specific to certain issues (culture perspective of fragmentation).

O objetivo geral deste estudo foi investigar como os agricultores familiares constroem agroindústrias que conseguem produzir novidades, acessando mercados para os seus produtos e desenvolvendo interações com outros atores sociais, instituições e ações governamentais no contexto em que estão imersos. De maneira mais específica, as perguntas que guiaram a investigação foram: (a) Como surgem as agroindústrias em regiões de agricultura familiar já integrada aos mercados de grãos e commodities agrícolas? (b) Como os agricultores produzem novidades a partir das suas agroindústrias e constroem socialmente seus canais de comercialização e mercados? (c) Quais os papéis das ações governamentais e instituições reguladoras dos alimentos junto às agroindústrias familiares? Para atingir este objetivo e responder a estas questões, foram utilizados dois enfoques teóricos: a Perspectiva Orientada aos Atores e a abordagem Multinível e Coevolucionária, associada à noção de produção de novidades. A investigação foi baseada em metodologia quali-quantitativa, com o uso de dados primários e secundários. Os principais instrumentos de coleta de informações qualitativas e dados primários foram 23 entrevistas semiestruturadas, observação participante e diário de campo. Como fonte de informações secundárias e dados quantitativos figuram os do IBGE, FEE e de instituições e entidades sociais que fizeram parte do estudo. A pesquisa foi desenvolvida na Região do Médio Alto Uruguai, porção ao Norte do território do Rio Grande do Sul (RS), onde foram investigadas sete experiências de agroindústrias familiares. Os principais resultados da investigação se dirigem a quatro direções conclusivas. Primeiro, as agroindústrias familiares produzem novidades em ternos de novos produtos/processos de fabricação de alimentos, tecnologias, canais de comercialização e organizações sociais coletivas como a RECOSOL (Rede de Comercialização Solidária das Agroindústrias Familiares). Segundo, os principais canais de comercialização construídos são as vendas diretas agricultor-consumidor, vendas em eventos, pontos formais de comércio, cadeias longas, institucionais e os circuitos coletivos e em redes. Terceiro, a principal novidade descoberta no estudo é organizacional, sendo constituída pela RECOSOL, suas cooperativas e associações membros. Estas novidades produzidas pelas agroindústrias geram tanto transições no regime sociotécnico alimentar, como incrementos, desempenhando papéis duplos. Como quarta evidência da pesquisa, conclui-se que as ações institucionais são dúbias em relação ao apoio prestado às agroindústrias. Há partes do Estado que incentivam as experiências como o Programa Territórios Rurais e da Cidadania, o PRONAF (Agroindústria e Custeio e Comercialização para as Agroindústrias) e o Programa de Agroindústria Familiar (PAF/RS). Por outro ângulo, há instituições do mesmo Estado que elaboram regras e normas restritivas ao desenvolvimento e formalização das agroindústrias, inclusive agindo via aplicação de sanções às experiências. / The overall objective of the study was to investigate how farmers can build agro-industries that produce novelties, accessing markets for their products and developing interactions with other social actors, institutions and government actions in the context in which they are immersed. More specifically, the questions that guided the research were: (a) How come the agro-industries in family farming regions of already integrated markets for grains and agricultural commodities? (b) As farmers produce novelties from their agro-industries and socially construct their marketing channels and markets? (c) What are the roles of government actions and institutions governing food on family agro-industries? To achieve this goal and to answer these questions two theoretical approaches were used, the Perspective Oriented Actors and Multilevel and Co-Evolutionary approach, associated with the notion of novelties production. The research was based on qualitative and quantitative methodology, using primary and secondary data. The main tools for collecting primary data and qualitative information were 23 semistructured interviews, participant observation and field diary. As secondary source of information were included quantitative data from the IBGE, FEE and social organizations and institutions that participated in the study. The research was conducted in the Upper East Region Uruguay portion of the territory north of the Rio Grande do Sul (RS), where seven experiences of family agro-industrieswere investigated . The main research results are addressed in four directions conclusive. First, the family agro-industries produce novelties in suits of new products/processes food manufacturing, technology, marketing channels and social organizations as collective RECOSOL (Net Solidary Trading of Families Agro-Industries). Second, the main sales channels are builtdirectly by sales farmer – consumer, sales events, points of formal trade, long chains, institutional and collective circuits and networks. Third, the main novelty finding in this study is organizational, being constituted by RECOSOL, cooperatives and their members.These novelties produced by agroindustries generate both transitions in sociotechnical regime food increments as having dual roles. As a fourth research evidence, it is concluded that institutional actions are dubious on support provided agro-industries. There are parts of the State that encourage experiences as the Program of Rural Territories and Citizenship, PRONAF (National Program for Agricultural Family Increasing) (Agroindustry and Costing and Marketing for Agro- Industries) and Agro-Industries Program (PAF/RS). From another angle, there are institutions that produce the same state rules and regulations that are restrictive to the development and formal of agro-industries, including acting via sanctions experiences.

abstract: Consumers can purchase local food through intermediated marketing channels, such as grocery stores, or through direct-to-consumer marketing channels, for instance, farmers markets. While the number of farms that utilize direct-to-consumer outlets keeps increasing, the direct-to-consumer sales remain lower than intermediated sales. If consumers prefer to purchase local food through intermediated channels, then policies designed to support direct channels may be misguided. Using a variety of experiments, this dissertation investigates consumer preferences for local food and their demand differentiated by marketing channel. In the first essay, I examine the existing literature on consumer preferences for local food by applying meta-regression analysis to a set of eligible research papers. My analysis provides evidence of statistically significant willingness to pay for local food products. Moreover, I find that a methodological approach and study-specific characteristics have a significant influence on the reported estimates for local attribute. By separating the demand for local from the demand for a particular channel, the second essay attempts to disentangle consumers’ preferences for marketing channels and the local-attribute in their food purchases. Using an online choice experiment, I find that consumers are willing to pay a premium for local food. However, they are not willing to pay premiums for local food that is sold at farmers markets relative to supermarkets. Therefore, in the third essay I seek to explain the rise in intermediated local by investigating local food shopping behavior. I develop a model of channel-selection in a nested context and apply it to the primary data gathered through an online food diary. I find that, while some consumers enjoy shopping at farmers markets to meet their objectives, such as socialization with farmers, the majority of consumers buy local food from supermarkets because they offer convenient settings where a variety of products can be bought as one basket. My overall results suggest that, if the goal is to increase the sales of local food, regardless of the channel, then existing supply-chain relationships in the local food channel appear to be performing well. / Dissertation/Thesis / Doctoral Dissertation Agribusiness 2018

近年來由於資訊科技的發達與通訊網路的開放，國內流通業者逐漸意識到資訊科技的可得性與重要性，尤其是電子資料交換(EDI) 近來在國內更是方興未艾，成為業者因應通路革命的一大競爭武器。本研究主要是探討行銷通路與 EDI的互動關係，分析 EDI應用對通路體系效益的影響以及個別通路成員所分配到的成本效益，並說明第三者機構 (如政府單位與加值網路業者) 在推動 EDI 交易的角色定位。本研究屬於探索性研究，主要是藉由實地訪談國內食品飲料業的上中下游廠商，參考國外相關文獻，以探討通路成員目標、政府機構、組織特質對 EDI應用策略的影響，進一步分析 EDI交易對通路結構、通路關係、及通路效益的衝擊。經由理論與實務之觸發印證，本研究發現在通路系統中，由於零售商與供應商的通路地位不同，不但引進 EDI的動機有所差異，由電子連線交易中所獲致的效益亦有層次之分。此外，在建立 EDI系統初期，政府機構的介入有其必要性，而加值網路業者在通路系統中的角色亦將益形重要。最後，必須強調的是 EDI系統雖然對後勤活動的助益最顯而亦見，但是與 POS系統相結合應 用之後，將可幫助通路成員在行銷活動上發揮更大的效益。 EDI 對通路成員的長期涵義仍未十分明確，與交易對象建立電子連線也可能對組織造成複雜的管理問題，然而，EDI 將逐漸成為企業經營的必要方式，其對競爭態勢的衝擊值得吾人重視。