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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.

This diploma thesis deals with the proposal of a business management strategy in the company. The thesis consists of a description of HORPO´s business, an analysis of the current state of the retail unit, evaluation of the theoretical bases related to retail activities, and in the last part proposals of concrete solutions including the conditions of implementation and benefits of these proposals.

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.

The fierce competition on the retail market has led firms to stop focusing on firm-customer transactions and start focusing on firm-customer relations. New customer demands makes it impossible for firms to gain a sustainable advantage by focusing only on their goods assortment. This forces retailers to consider the customer experience and differentiate themselves by how they offer what they offer. This have led to that many retail companies try to shape the behaviours and emotional displays of their frontline employees in encounters with customers. Many firms define customer service concepts as an attempt to create high quality customer experiences. However, a successful realisation of these concepts can be challenging.   Service-Dominant Logic researchers argue that firms cannot single headedly create value but that it is co-created in the interaction with customers. Therefore, they can only create value propositions, which is a proposal for value co-creation based on an integration of products and services. Services marketing researchers emphasise the importance of internal marketing for enabling frontline employees to represent the firm in the interactive value-creating process with the customer. Prior research focuses on the customer-driven development of value propositions, and techniques to conduct internal marketing, but does not provide relevant theories about the realisation of value propositions or the implementation of these internal marketing techniques. This thesis conceptualise the human factor of the realisation of the value proposition with the concept of intended and enacted value propositions. The purpose was to develop a deeper understanding of how internal marketing can be used to manage the gaps between intended and enacted retail value propositions. This was addressed by investigating one of Sweden’s largest retail companies on commission. Since the company has requested to remain confidential, it will be called Anonymous Commission Company (ACC) in this thesis. The current study has answered the following research question: “How can the gaps between intended and enacted retail value propositions be managed through internal marketing?”   The research question was answered through a qualitative study and in-depth interviews with both CS concept managers and frontline employees. The intended value proposition was investigated by a combination of ACC documents related to the CS concept, and interviews with the CS concept managers. By interviewing the frontline employees, their perceptions and enactment of the value proposition was investigated, as well as how they experience the current internal operations at ACC. The findings confirmed the proposed concept of intended and enacted value propositions, and four main barriers causing the gaps between them were identified through a thematic network analysis. Internal marketing theories were used to analyse how retail companies can overcome these barriers by engaging, enabling, empowering and ensuring their frontline employees. The thesis offer implications for retail managers on how they can manage the gaps between intended and the enacted value propositions. The study contributes to prior research by combining value proposition theories and internal marketing theories, and by offering detailed recommendations for retail firms. Furthermore, the study enriches the practical implications regarding retail value propositions and retail value proposition realisation.

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Innovation is now recognized as an essential factor for the competitiveness of organizations, part of the strategy and linked directly to organizational performance. In this context, the study aims to identify aspects that contribute to the management of innovation, defining a scenario of retailer, outlining an overview of the current capacity of innovation, identifying the relevance of dimensions related to innovation, strategic actions, challenges and benefits achieved. As for the procedures, the research literature is characterized as descriptive and as to the nature, quality and quantity analyzed statistically, and a diagnosis that defines behaviors and trends in relation to the management of innovation in retail stores nationwide. The research will be conducted in one of the largest networks of Brazilian electronics, the sixteen States relating to the four regions of operation. The diagnosis was constructed from the diagnostic tool of the Center for Innovation and Competitiveness Program - Graduate in Production Engineering UFSM adapted for the retail industry based on national and international authors, in order to check the management of innovation in Brazilian retail. The diagnosis had adopted eight dimensions: Strategy, Culture, Relationships, Financial Structure, Process, People and Leadership. After application of the diagnosis can be verified innovation management and innovative potential of the retail network, to identify the main challenges and benefits contributing to perceptions of the factors that actually influence one in the management of innovation in retail stores nationwide. / A inovação passou a ser reconhecida como fator essencial para a competitividade das organizações, inserida na estratégia e ligada diretamente ao desempenho organizacional. Nesse contexto, o estudo objetiva identificar aspectos que contribuam para a gestão da inovação, definindo um cenário da rede varejista, esboçando um panorama atual da capacidade de inovação, identificando a relevância das dimensões relacionadas à inovação, ações estratégicas, desafios e benefícios conquistados. Quanto aos procedimentos, a pesquisa se caracteriza como bibliográfica-descritiva e, quanto à natureza, qualitativa e quantitativa analisada estatisticamente, sendo um diagnóstico que define comportamentos e tendências em relação à gestão da inovação no varejo nacional. A pesquisa será realizada em uma das maiores redes de eletroeletrônicos do Brasil, nos dezesseis estados referentes às quatro regiões de atuação. O diagnóstico foi construído a partir da ferramenta de diagnóstico do Núcleo de Inovação e Competitividade Programa de Pós-graduação em Engenharia da Produção da UFSM adaptada para o setor varejista com base em autores nacionais e internacionais, a fim de verificar a gestão da inovação no varejo brasileiro. O diagnóstico adotado apresentou oito dimensões: estratégia, cultura, relacionamento, financeiro, estrutura, processo, pessoa e liderança. Após a aplicação do diagnóstico, pode-se verificar a gestão da inovação e o potencial inovador da rede varejista; identificar os principais desafios e benefícios colaborando para a percepção dos fatores que realmente influenciam na gestão da inovação no varejo nacional.

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