The growth rate of GDP of mainland China in 2003 is 11.48% and the average growth rate of GDP in recent five years is about 9.50%. The growth rate of total retail amount of social consumer goods is 9.00% and the average growth rate of it in recent five years is 10.16% which make mainland China the most prospective market. After joining the world trade organization¡]WTO¡^in 2001, the retail business in China went through a huge variation. Not only the keen competition between China enterprises and foreign businesses, but also the rivalries among various retail types of operation in China retail market make the progress of retail business in China. This study reviews literature to understand the research on the revolution of the retail type of operation, collects and organizes the inferiority materials to know the development of present economic circumstance in mainland China, probe into the growth and future trend of the consumption and retail market. The three most attractive retail types of operation in recent mainland China are department store, supermarket and specialty shop, this study analyses the financial statements of the benchmarks of the three retail types of operation to obtain a deeper comprehension of the future development trend. The result of this study shows the diversification of the development trend of recent retail type of operation in China which is different from the past situation. Every retail type of operation grows prosperously in China, and the performance of supermarket is even better than that of department store. According to the retail life cycle theory, department stores in mainland China are in the maturity phase and have to re-segment its target customers to raise its market share and revenue. The result of this study also shows the polarization of the trend of the retail type of operation in China, which the three most attractive retail type of operation represent. According to the dialectic model, there will be a synthesis between thesis and antithesis retail type of operation possesses the advantages of them. We can also learn from the three wheels of retailing theory that the department store will improve its return ratio by imitating and learning while supermarket will improve its turnover rate to strengthen its differences. Keywords: Retail business in China, type of operation, department store, supermarket, specialty shop.

EFunds Corporation is the third largest business process outsourcing (BPO) provider in India. Specializing in the financial services, retail and telecommunications industries, EFunds offers financial services, customer services and transaction intensive applications. In early 2005 EFunds was assessing how it could garner a larger share of the growing offshore BPO market. EFunds management was focusing on honing three distinctive competencies: robust IT support, business process expertise, and its unique customer qualification methodology. But to really grow its business EFunds also needed to help customers recognize how BPO could make them stronger.

Small and Medium Enterprise (SME) retail businesses in many countries, including Thailand, are facing challenges of high competition, as modern retail formats have grown rapidly in many Asian countries such as Singapore, Taiwan, China and Thailand (Howard, 2009). Thus, SME retail Businesses are facing an "innovate or die" situation, as non-adapting retail firms have always been and will continue to be driven out of the business (Evans, 2011). A new critical capability of retail business is the ability to configure and reconfigure its processes into a coherent blueprint - known in other words as a Business Model (Sorescu et al., 2011). The research question becomes "How can SME retail Business in Thailand successfully compete through Business Model Innovation?" Business Model Innovation requires system wide changes, since modifying one component always has network effects on other components (Tikkanen et al., 2005). There is no fixed method or successful formula that all companies will adopt; therefore disciplined experimentation and adaptation is recommended (Berman, 2011; Chesbrough, 2010; McGrath, 2010; Mitchell et al., 2003; Teece, 2010). However, most past studies on innovation are about large companies (Tim, 2004) and not many articles cover empirical studies on Business Model Innovation. In particular, few studies address the dynamic view (Demil and Lecocq, 2010; Svejenova et al., 2010; Sosna et al., 2010).This research focuses on the implementation of Business Model Innovation within SME retail business. The research uses a methodology called Action Research, and was conducted within the researcher's organization, which is a SME retail business in Thailand. This overcomes the practical challenges of studying SME business, which is related to limited opportunity to conduct empirical research. The study was conducted over the 4 year period from October 2010 to August 2014 by implementing Business Model Innovation in order to exploit opportunities in rural areas. Business Model concepts were employed as sources of innovation and units of analysis. Action Research consists of multiple cycles of changes and adaptation. It was found that Business Model concepts can be represented at different levels of abstraction from reality. At a high level of abstraction, the Business Model Canvas helps to understand the overview of the firm's business logic in a broad way, and provide ideas about what can be adapted. At the operational level, the Retailing Business Model provides a structural approach to the conceptualisation, planning and implementation of activities that support high level changes. In all, Business Model Innovation can be conceptualised as an ongoing learning process similar to the iterative cycles of Action research. These cycles consist of constructing actions, planning, taking actions and evaluating actions. The Business Model concepts at different levels of abstraction can be used for understanding and planning, as well as to capture learning experiences, both on the high level and on the operational level. Therefore, Business Model Innovation is a dynamic process where changes and learning happen continuously. Such a process enables SME retail businesses to improve their understanding of their Business Model and thus improve their chances of success?

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019 / Background: Retail in South Africa is a growing industry, but new demands and the influx of foreign competition require retail business managers to be more creative in solving modern-day complex retail problems. An embedded outcome of the registered National Diploma: Retail Business Management qualification offered by the Cape Peninsula University of Technology is that students should be able to identify business problems and creatively make sound business decisions to solve these problems. However, because creativity is such a diverse topic, it seems that educational institutions and educators do not commit themselves to and evade the development of creativity. Consequently, this leads to graduates being ill-prepared in creatively solving the complex and often unique business problems they encounter in the Wholesale and Retail sector. Objectives: The objective of this study was to determine the creativity profile of Retail Business Management students and evaluate the progress of their creativity levels from their first- to third year. This approach evaluated if the embedded outcome of creativity was met for the National Diploma: Retail Business Management qualification. Methodology: Empirical research was conducted by collecting a combination of quantitative and qualitative data to determine the creativity levels of Retail Business Management students. A questionnaire consisting of both qualitative- and quantitative questions was used to evaluate the creativity levels of 159 full-time students and 16 students from the retail industry studying through the university’s Retail Academy. Quantitative data were analysed using both descriptive- and inferential statistics. Findings: Based on the analysed data, it was found that creativity is one of the key attributes, if not the most important, to ensure continued business success in the South African retail industry. The results indicate that participants were creative, but not at the required levels. It was further established that there was no growth in the creativity levels of the participants from their first- to third year of studies, thus indicating that the required outcome of creativity, as stipulated in the qualification criteria, was not achieved. Recommendations: It is recommended that further research should be conducted in an attempt to propose a suitable creativity instrument for developing the creativity of Retail Business Management students as this would ensure that graduates are confident and able to use their creativity to address the unique challenges that the South African retail industry face.

The reason why I chose this topic is not nor the complexity of global world neither the growing pressure on quick and effective managerial resolutions as it is mentioned in similar scripts. Surprisingly, the main impulse was the synergy of three principal aspects of my master study. First millstone was a study of main specialization by its self: Information management, on cathedra of System analysis, faculty of Informatics and Statistics, Economic University in Prague. The second angle is the minor specialization of the study: Retail business, on cathedra of Commercial business, faculty of International relations, Economic University in Prague. Last but no least aspect is simultaneously exercised practice in field of managing the project ICT/ IS and logistic operations. Prime aim of this work is a concept of presentation of DSS, which is intended to support the decision-making process of development of a retail chain of fictitious firm JK, a.s. Partial goals heading to fulfilment of a prime aim are: determination of a theoretical expectations, methods and methodic needed to proposal of DSS, description, and analysis of company and retail chain, procedural analyze of decision making-process of retail chain development, concept of system dynamic model, which forms the root of DSS and the concept of DSS by its self. Secondary aim is to gather satisfactory amount of theoretical and practical details for presentation of project DSS to management of the company. The biggest benefits of this work are fulfilment of a prime and secondary aim, together with the project DSS it self, which could be partly applied for the support of the decision-making process in the company. Further assets for the firm JK, a.s. are conclusions of some captures, which could be used for planning of marketing campaigns, generating Business Knowledge Base, evaluation of affectivity of sales and human resources, etc. The final bonus for the author of this work is the personal progression, profession growth, caused by gain of new

Thesis (MBA (Business Management))--University of Stellenbosch, 2010. / INTRODUCTION: This research report investigates the feasibility of an innovative food outlet in Cape Town called HOME CHEF. The food and groceries industry is continuously changing to suit the needs of individuals and to respond to current economic and health trends. Charles Darwin observed, “It‟s not the strongest nor the most intelligent creature that survives. It's the one that is most responsive to change” (Goodreads). HOME CHEF is a new business concept with a unique approach to assist people with the acquisition of their groceries and the preparation of their home-cooked meals, whilst providing a variety of different meal options for a typical family. With Darwin‟s theory in mind, HOME CHEF will respond to the changing environment by taking advantage of evolving food and retail trends. HOME CHEF will target a large market that includes the typical fast food, online retail and grocery segment. Because of the demographic variety of the customer base and due to the innovative nature behind the HOME CHEF concept, little information regarding, market trends, operations and existing strategies was available. Innovative approaches had to be used to acquire the information required for a suitable business plan.

Managing cash flow and cash conversion cycle is a crucial component of the overall financial management within businesses, particularly small businesses. A business is required to maintain a balance between its liquidity and profitability while conducting its day-to-day operations. Monitoring of cash as an indicator of financial health is important in the view of its crucial role within businesses. This requires a business to run an effective working capital management efficiently and profitably. Hence, efficient working capital management includes decisions on how much to invest in customers, inventory and accounts receivable, and the extent of credit to accept from suppliers. The purpose of the study was to examine the effect of working capital management on the profitability of small retail business with the Emfuleni Local Municipality. Three variables were used as a measure of working capital management, namely the number of days inventory on hand, number of days accounts payable, number of days account receivable. The return on assets was used to measure profitability. The study adopted the quantitative research approach using a structured questionnaire. A non-probability purposive sampling method was followed, where a total of 222 questionnaires were analysed. Spearman’s correlation analysis was conducted to examine the linear relationship between working capital management and the rate of return on assets. The results indicated that the period it takes the business to collect money from its customers impacts on the period it takes to pay the suppliers. A weak correlation was also reported between the number of days accounts are payable and the cash conversion cycle. Strong correlations also exist between day’s accounts receivable and the cash conversion cycle and days inventory on hand with the cash conversion cycle. Regression analysis results show that days account receivables have made the largest impact on return on assets. Small businesses may have to decrease the cash conversion cycle in order to help maintain value within the business. The number of days for accounts receivable should be reduced to a reasonable period (shorter than the creditor’s payment period). Small businesses may consider shortening the number of days inventory is held within the business, as this also will decrease the cost of obsolete stock.

ABSTRACTThe global retail business is always changing and this change brings new issues in front of us and deserves responsibilities to address these issues. The Textile Retail Business is also experiencing this change as the whole retail textile supply chain has already become globalized with the time especially in terms of sourcing of raw materials and production as well. This phenomenon has raised the questions of threats regarding sustainability and resiliency of the supply chain. Today’s retailers are working closely with these topics in a competition basis to achieve competitive advantages in their supply chain. This dissertation aims to sketch out the possible latent challenges for which the companies prefer to work with a scattered supply chain in terms of different geographical location as it involves lot of time, transportation and business risks. Additionally this scattered supply chain disputes the environmental and resilient approach of the total chain. Moreover, we try to shed light to validate the inter-relation between ecological sustainability and resiliency of the supply chain. Based on the case study on two companies having different sizes but similar values towards environment which are also located in different geographical region, we have tried to find out the answers. Companies build up supply chain firstly evaluating flexibility and resiliency of their own supply chain only by considering the technology availability, quality and pricing involved with the product and then they want to be sustainable and resilient by addressing other issues. The main challenges for the companies to alter their position are the product specific characteristics, availability of knowhow and the suitable process cost involved with product. It has proposed for the companies who are working with numerous supply chains located in different geographical location to do some adjustments among their nearby suppliers for a typical product on experimental basis especially providing technological and logistics support to their suppliers. / Program: Magisterutbildning i Applied Textile Management

Research question: How has the presence of PT employees affected the role of managers in the Swedish food retail business? Research purpose: The purpose of this paper was to describe the change that accompanies part-time employment from a management perspective, and particularly, describe how the presence of part-time employment has influenced the role of the manager within the Swedish food retail business. Conceptual framework: The main focused in this chapter is directed towards the role of managers. The basis of the conceptual framework consist of the model developed by Mintzberg including the ten managerial roles and Quinn's eight leadership roles and how the presence of PT employments might affect these roles. Methodology: In this paper, the authors adopted a qualitative design and used narrative inquiry as a research strategy in order to gain a deep understanding of the context. Semi- structured interviews have been collected through a self-selection sampling and the total number of participants was ten. Conclusions: Based on the findings of this paper the presence of PT employees have not influenced and changed the role of managers. The changes that have influenced and caused the change of the role of the managers constitutes of the increased workload, the delegations of tasks and responsibilities, changed positions, the change of the organisational structure of the individual store, and the increased workforce.

Tesis para optar al grado de Magíster en Administración (MBA) / Autor no autoriza el acceso a texto completo de su documento / A fines del año 2012 la empresa Chilena Retail Business Support S.A., había logrado convertirse en uno de los principales actores en la prestación de servicios de toma de inventarios para el Retail en Chile, logrando una participación en su industria del 40%. Destacaba gracias a la exactitud de sus mediciones, la fácil lectura de sus reportes y la permanente flexibilidad que mantenía con sus clientes ante la solicitud de desarrollos tecnológicos. El nivel de aceptación de sus inventarios alcanzaba el 98%, realizando exitosamente 2,759 procesos durante el año 2012, consiguiendo mediante mediciones internas, un error de captura1 inferior al 1% del total contado. La compañía estaba próxima a cumplir 10 años desde la puesta en marcha de su negocio y registraba un crecimiento del 18,6% en ventas con respecto al año anterior. Sin embargo, durante la primera reunión gerencial del año 2013, efectuada en el mes de Enero y presidida por su fundador y Gerente General Norberto Valin, éste manifestaba: “Entre los años 2011 y 2012 aumentamos las ventas en dos dígitos, lo que se ajusta a nuestra estrategia, pero nos hemos preocupado de vender por sobre los resultados finales del negocio”. Las alarmas se gatillaban a raíz de pérdidas en el Estado de Resultados por USD $258.7562 dólares (Ver Anexo 1), los que a su vez se contrastaban con el crecimiento alcanzado. La Gerencia General sostenía que era imposible continuar con una operación bajo las mismas condiciones comerciales dada la estructura de costos con que se trabajaba, por lo que se analizaban distintas alternativas que permitiesen enfrentar los malos resultados, evitando poner en riesgo tanto la calidad del servicio, la relación con los clientes como la participación en la industria. 1Captura correspondía a la cuenta de las existencias a través de un equipo lector de barras. 2 Calculado a 478,60 pesos Chilenos por dólar según Banco Central de Chile al 28 de Diciembre 2012 La situación no era menor puesto que sí subían los precios, el cliente podía irse a la competencia, mientras que si los mantenía, era causal de pérdida de rentabilidad.