Les réseaux de commerce coopératif et associé sont des groupes de détaillants, propriétaires de leur(s) point(s) de vente, qui mettent en commun leurs moyens (achat, marketing, communication, financement, logistique, etc.) et développent des politiques communes. L'objectif de cette recherche est de démontrer comment des réseaux de commerce coopératif et associé, avec le double statut de leurs membres, c’est-à-dire clients et copropriétaires des structures centrales, peuvent générer des synergies aussi efficaces que celles des réseaux mixtes (coexistence de succursales et de franchises dans le même réseau) afin de faire face au défi de l'uniformité du concept, nécessaire à la survie et au développement de tout réseau de points de vente. Le maintien de l'uniformité consiste à respecter les éléments clefs du concept. Une étude de quatre cas a été menée. Les résultats de la recherche qualitative mettent en évidence l'existence de différents processus qui émergent de manière centralisée (contrats, incitations et persuasion), décentralisée (confiance, implication organisationnelle et contrôle informel) et mixte (solidarité, mimétisme et enculturation). Tous ces processus ont été opérationnalisés et testés empiriquement avec un échantillon de 245 commerçants coopérateurs ou associés, issus de 53 réseaux différents, représentant tous les secteurs d'activité définis par la FCA (Fédération du Commerce coopératif et Associé). L'analyse s’est fondée sur une modélisation par équations structurelles de type PLS. Un modèle de management du défi de l'uniformité du concept des réseaux de commerce coopératif et associé est proposé. Ce sujet est crucial pour cette forme de réseaux. Le respect de l'uniformité du concept peut contribuer à renforcer l'image de marque en servant d’identifiant et de garantie pour les consommateurs et les candidats susceptibles de devenir coopérateurs, de garder un concept distinctif des concurrents, de réaliser des économies d'échelle et d’éviter les comportements opportunistes qui peuvent nuire à la performance globale du réseau. / Retail cooperatives and independent associated retail networks are groups of retailers, owners of retail and service stores that pool their means (in terms of purchasing, marketing, communication, funding, logistics, etc.) and develop common policies. The objective of this research is to demonstrate how retail cooperatives and independent associated networks, whose cooperators with their double status, as both customers and co-owners of the cooperative, can generate synergies as efficiently as in plural form networks (coexistence of company and franchise units in the same network) in order to face the challenge of network uniformity and thus both grow and survive as does every other kind of network. In this research, we will focus on network uniformity. Maintaining uniformity means respecting the core components of the network concept. A four-case study has been conducted and the findings of our qualitative research highlight the existence of different processes which emerge from a centralized top- down approach (Contracts, Incentives and Persuasion), a decentralized bottom-up, or horizontal approach (Trust, Organizational commitment and Informal control) and from a mixed approach (Solidarity, Mimesis and Enculturation). All of these processes were operationalized and tested empirically with a sample of 245 cooperators or independent associated retailers from 53 different networks, representing all the sectors of activity defined by the FCA (French Federation of Retail Cooperatives and Retail Independent Associations). The analysis was based on PLS structural equation modeling. This research suggests a model of management to face the challenge of concept uniformity at the heart of retail cooperatives and independent associated networks. This subject is of great interest to all retail cooperative networks. Maintaining uniformity can help to reinforce a network’s image as an indicator and guarantee for consumers and cooperative candidates. It will differentiate them from their competitors, contribute to improving better purchasing conditions and thus achieving important cost reductions, as well as avoiding opportunistic behaviors that can harm a network’s performance.

En la actualidad, los avances en la tecnología hacen que los consumidores exijan información en tiempo real, es decir, en el momento y lugar que ellos lo requieran. Por este motivo, el comercio minorista se ve en la necesidad de adaptarse a estas exigencias y con este objetivo se ha venido desarrollando la estrategia omnicanal. Sin embargo, esta estrategia es reciente, por lo cual los pasos para su implementación, así como los efectos y beneficios que tiene para el minorista y consumidor aún son poco claros. De este contexto surge el enfoque del presente trabajo para el cual se realizó la revisión de 30 estudios aplicados a minoristas de distintas industrias, como la moda, la editorial y los alimentos, en los últimos seis años. El propósito de este proyecto es describir el significado de la estrategia omnicanal, los beneficios, riesgos y desafíos que presenta para el minorista y su efecto en el consumidor, y se busca responder a la pregunta ¿Es la estrategia omnicanal el camino por seguir para lograr el éxito minorista? Como resultado de la revisión bibliográfica se pudo evidenciar que los beneficios y riesgos de la estrategia omnicanal que muestran los autores deben ser evaluados según la realidad y capacidad financiera de cada minorista para así tomar la decisión de transitar o no hacia la omnicanalidad. / Nowadays, technological advances are making demanding customers of real time information, that is, when and where they require it. Because of this, retail commerce is seen in the need to consider these requirements, and with this objective, the omnichannel strategy has been introduced. However, this strategy is recent, so, the steps for the implementation, its effects and benefits on the retailer and the consumer are still unclear. For this reason, a revision of thirty studies applied to retailers from different industries, such as fashion, publishing, and food, corresponding to the last six years, was carried out. The purpose of this study is to describe the meaning of the omnichannel strategy, its benefits, risks and challenges in the retailer and its effect on the consumer. This research seeks to answer the question, is Omnichannel strategy the way forward for retail success? As a result of this bibliographic review, it can be concluded that the authors show the benefits and risks of the omnichannel strategy, which must be evaluated according to the reality and financial capacity of each retailer and thus make the decision to move or not to omnichannel. / Trabajo de investigación

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.

[pt] O presente estudo tem como objetivo analisar as estratégias competitivas adotadas por empresas varejistas brasileiras e o impacto dessas estratégias em seus resultados, gerando uma taxionomia que possibilite um melhor entendimento deste setor. As empresas selecionadas são as maiores do segmento no Brasil, representando mais de 60 por cento do faturamento no período entre 2017 a 2021. Foram utilizados dados secundários da Economática e dos portais de informação ao investidor de cada empresa para seleção das variáveis estratégicas e de desempenho. Tais dados foram analisados por meio de algoritmos do SPSS (Statistical Package for Social Science). Após a preparação da base de dados, constituída por 37 empresas e com tratamento de outliers e valores ausentes, foram extraídos do espaço estratégico os fatores relevantes para definição das variáveis de clusterização. A aplicação de análise de cluster hierárquica e k-means possibilitou determinar o número ótimo de clusters e gerar grupos de empresas com perfis estratégicos definidos, de forma a perceber que, as que fazem parte do mesmo grupo, adotam estratégias semelhantes, distintas daquelas empregadas por empresas de outros grupos. Testes MANOVA foram realizados para validar tal conclusão. Finalmente, foram calculados os vetores de desempenho de cada cluster e realizados os testes estatísticos adequados, MANOVA e ANOVA, incluindo análise post hoc, para elaborar uma hierarquia que emprestasse sentido prático à taxionomia. A conclusão é que a taxionomia com três clusters tem melhor aderência à realidade do setor e que as empresas que praticam estratégias de diferenciação ampla apresentam desempenho melhor do que aquelas que praticam custo ou qualquer tipo de enfoque. / [en] The present study aims to analyze the competitive strategies adopted by Brazilian retail companies and the impact on their results, generating a taxonomy that allows a better understanding of this sector. The selected companies are the largest in the segment in Brazil, representing more than 60 percent of revenue, from 2017 to 2021. Secondary data from Economática and from the investor information of each company were used to select strategic and performance variables. Such data were analyzed using SPSS (Statistical Package for Social Science) algorithms. After preparing the database, consisting of 37 companies, with treatment of outliers and missing values, the relevant factors for defining the clustering variables were extracted from the strategic space. The application, in sequence, of hierarchical cluster analysis and k-means made it possible to determine the optimal number of clusters and generate groups of companies with defined strategic profiles, so that those in the same group adopt similar strategies, although different from those employed by companies in other groups. MANOVA tests were performed to validate this conclusion. Finally, the performance vectors of each cluster were calculated and the appropriate statistical tests, MANOVA and ANOVA, including post hoc analysis, were performed to create a hierarchy that would lend practical meaning to the taxonomy. The conclusion is that the taxonomy with three clusters has better adherence to the reality of the sector and that companies that practice broad differentiation strategies perform better than those that practice cost or any type of approach.

LD2668 .T4 1966 S951 / Master of Science

An investigation into whether the colour red has more impact or leads to common perceptions about the price or value of retail products in advertising. / ABSTRACT Colour is often an important non verbal cue in advertising. Much research has been dedicated to the creative aspects of advertising generally and to factors affecting consumer response in relation to marketing, advertising and pricing. This study looks at the colour red and investigates whether use predominant use of red in sale promotions print advertising is justified on the basis of its ability to impact cognitively or affectively. The study comprises of two experiments, one for awareness and one for price perception and purchase intent. In each experiment, red is compared to other colours in order to establish any significant differences. The second experiment goes further to examine whether the intensity of colour, verbal cues or demographic differences have an impact on the results. The literature review begins with an examination of price theory and the role of sales promotions in organizations. It considers advertising response models with focus on the persuasive hierarchy AIDA model. The impact of colour is then considered along with consumer psychology and behavior as well as theories relating to demographic and cultural responses to colour in advertising. Argument from the sources is then put forward to suggest that research into the effects of colour in advertising is underexplored and that the role of colour in affecting response is complex and is over oversimplifies by advertising practitioners. The research results are presented revealing few significant differences between red and alternative colours for awareness, price perception or purchase intent. The result for awareness is blurred by research limitations, but red does not emerge as a candidate for exacting higher levels of awareness than a number of other colours. In the second experiment, red is found to be inferior to blue in affecting purchase intent. Red at 50% saturation is shown to have a more positive impact on purchase intent that a red hue at full saturation. Demographic splits do not show conclusive results, but it is suggested that a larger sample size would induce a better price perception of red for the black community than for other racial groupings. Discussion and recommendations follow. In this study, red shows no qualities to justify its predominant use in price promotion advertising and more benefit might be obtained for the brand by differentiating through use of alternative colours that may stand out in a sea of red over traditional sale periods. The principle recommendations are, firstly, the need to acquire a deeper understanding of the effect of colour in advertising. In the more complex, competitive global marketplace competition for customer attention is high and the margin of error for irrelevant advertising appeals are low. Secondly, the argument is made for colour usage to be built around long term branding concerns rather than short term requirements for advertising response.

The objectives of this study are to investigate the formulation and implementation of strategies within Retail Bank at corporate, business unit, functional and operational levels, focusing specifically on who is accountable and responsible for strategy formulation and implementation at each of these levels, as well as the factors related to the success or failure of strategy implementation and how success is measured. In addition, this study attempts to determine whether or not the financial industry as a whole plays a significant role in the success of strategy implementation within Retail Bank.

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Housing Management / Master / Master of Housing Management