La grande distribution s'est imposée au cours de la deuxième moitié du XXIème siècle comme un acteur incontournable, voire comme une institution. En ce début de XXIème siècle, elle est confrontée à une crise de légitimité liée notamment aux conflits dans ses relations avec ses fournisseurs. Le développement de la grande distribution au Maroc prend un chemin comparable aux trajectoires observées dans des pays comme les Etats-Unis et la France, avec l'émergence d'acteurs incontournables comme Wal-Mart et Carrefour. Le groupe « Marjane Holding » occupe aujourd'hui une place centrale. Il a développé des relations originales avec les petits producteurs en adoptant un dispositif d'accompagnement.L'objectif de cette thèse est de montrer que l'accompagnement des producteurs peut contribuer à améliorer la légitimité des distributeurs. L'étude de cas du distributeur « Marjane Holding », fondée sur une période d' immersion de 6 mois dans le service des achats des produits frais, une trentaine d'entretiens et des observations, montre que l'accompagnement apparaît comme un processus de légitimation. / The development of supermarket chains in Morocco is heading more or less the same way as what has been observed in countries like the United States and France, with the emergence of key players such as Wal-Mart and Carrefour. The “Marjane Holding” group has reached dominant position today, with more than twenty hypermarkets, and it increasingly acts as a shaping force in the mass distribution industry. It has developed unique relationships with small producers by adopting support services of its own. Our research aims to show that supporting producers can indeed help foster distributors' legitimacy. For our empirical research,we opted for a case study approach. The data collection involves both parties: the Moroccanretailer that support small producers and the suppliers who are small producers of fruits andvegetables or red meat. Using direct observation we were able to identify and collect thenecessary information for this study. Additional primary data has been collected throughinterviews with people directly involved in the trade channel (members of the retailer’s tradeteam, and small suppliers), as well as through consulting of internal documents of the retailer organization.

The problem with which this dissertation is concerned is that of determining the true role performed by the chain supermarket store managers. A comparative study is made of chain supermarket store managers, supermarket chain-level managers, and non-food chain retail store managers and their ranking and rating of the importance of fifteen work functions ordinarily performed by retail store managers. The hypotheses of the study state that there will be a statistically significant difference in the rankings and ratings of the importance of the work functions in each of the six paired comparisons between respondent groups. In comparing chain supermarket store managers to non-food chain retail store managers, there is a statistically significant difference in their ranking of the following work functions: (1) overseeing all forms of security and enforcing store rules, company policies, laws, and other regulations; (2) handling employee disputes and discipline and assuring proper appearance and dress; (3) directing merchandising-- space allocation and display--out-of-stock, pricing, stock rotation, etc.; (4) developing good community relations by participating in civic affairs, cooperating with charities, taking part in local business activities, etc.; and (5) scheduling number of hours and employees needed. When supermarket chain-level managers are compared with nonfood chain retail store managers, there is a statistically significant difference in the ranking of the following seven work functions: (1) interviewing, hiring, and discharging of employees; (2) handling employee disputes and discipline and insuring proper appearance and dress of employees; (3) directing merchandising--space allocation and display-- out-of-stock, pricing, stock rotation, etc.; (4) developing 3 good community relations by participating in civic affairs, cooperating with charities, taking part in local business activities, etc.; (5) scheduling number of hours and employees needed; (6) delegating responsibility and authority to subordinates by allowing them to make decisions within their assigned area of responsibility; and (7) maintaining company identification in the store by following through on company-wide programs and demonstrating and directing loyalty to the company.

Die Wertschöpfungskette für frisches Obst und Gemüse in Deutschland hat sich in den letzten Jahrzehnten stark gewandelt. Die Konzentration im Einzelhandel, andere Konsumgewohnheiten und verbesserte Logistik haben Beschaffung und Angebot stark verändert. Daneben sind neue Stakeholder aufgetreten, die erfolgreich die Umsetzung ihrer Anliegen einforderten, was zu höheren Anforderungen an Produktsicherheit und Qualität führte. In der Wissenschaft beschäftigte man sich bislang nur wenig mit der Wertschöpfungskette für frisches Obst und Gemüse in Deutschland. Einige Autoren erforschten die Mechanismen, wie britische Supermärkte Gemüse aus Ostafrika importierten. Das Modell der Value Chain Analysis und die Transaktionskostentheorie bilden den theoretischen Rahmen der vorliegenden Arbeit. Erster Schritt war die Identifizierung der relevanten Akteure und ihrer Position in der Kette. Es zeigte sich, daß es keine einheitliche Value Chain gibt, sondern daß die Beschaffung der einzelnen Produkte unter-schiedlich organisiert ist, sowohl von Unternehmen zu Unternehmen, aber auch innerhalb einer Firma für unterschiedliche Produkte. In einem zweiten Schritt wurden sorgfältig ausgewählte Experten aus Produktion, Zwischen- und Einzelhandel zu den Veränderungen in der Value Chain und deren aktueller Ausgestaltung interviewt. Besonderer Wert wurde dabei auf die Ver-träge und Beziehungen zwischen den einzelnen Handelspartnern gelegt, d.h. wie diese zustande kommen, wie sie aufgebaut sind und wie die Kontrolle der Vereinbarungen funktioniert. In einem letzten Schritt wurden die Faktoren herausgearbeitet, die für das aktuelle Aussehen der Value Chain entscheidend sind. Weitere Ergebnisse waren, wie das Governance-System in der Realität funktioniert, wie konsequent Vorgaben und Standards umgesetzt werden und wie die Verbindungen zwischen den einzelnen Partnern gestaltet sind. Dabei kristallisierten sich drei unterschiedliche Einkaufstypen im LEH heraus. / The value chain for fresh fruit and vegetables in Germany has changed considerably through-out the last decades. The convergence in retail, transformed consumer habits and improved logistics have had great impact on procurement and supply. In addition, new stakeholders have emerged, who successfully demand the implementation of their requirements, resulting in a higher demand for product safety and product quality. So far, science has addressed the value chain model on fresh fruit and vegetables in Germany only briefly. In fact, there are only few studies available on the mechanisms of UK supermar-ket imports of vegetables from East Africa. The model of the Value Chain Analysis and the transaction cost theory should hence form the theoretical framework of this study. The first step was the identification of relevant players and their position within the chain. It was found that there is no single value chain present, but that the procurement of the individ-ual products is organized, changing, both from company to company, but also within a com-pany for different products. In a second step, a group of carefully selected experts from production, intermediary trade and retail were asked to comment on the changes and the current structure of the value chain. Special emphasis was placed on the contracts and relationships between the individual trading partners, i.e. how these agreements are made, what do they include and how their compliance is guaranteed. In a last step, the crucial factors were identified that are critical for the current appearance of the Value Chain. Other results included the determination of the true governance system, findings about how consistent the guidelines and standards are implemented and how the connections between the individual partners are designed. As a result, three different procurement types can be de-termined in food retailing.

Made available in DSpace on 2016-03-15T19:26:51Z (GMT). No. of bitstreams: 1 Jony Lan.pdf: 515179 bytes, checksum: 9d1259905152a232aef78e9b64e49266 (MD5) Previous issue date: 2010-02-11 / Fundo Mackenzie de Pesquisa / This dissertation aims at understanding trade channel diversification as a possible source of competitive advantage for supermarket chains. Little research in the literature has been addressed for this theme in a specific sector, the supermarket chains. The main objective was to identify the driving forces in trade channel diversification of supermarket chains in Brazil, which can generate a source of competitive advantage, according to executives' perspective. The theoretical references approaches business strategy, strategic resources and competitive advantage of diversification of trade channels perspective. An exploratory and descriptive field research was conducted by using in-depth interviews with executives at two major supermarket chains which lead the ranking of sales in Brazilian Association of Supermarkets (ABRAS). Interviews were analyzed by observing the qualitative research with content analysis technique applied to interviewers' verbatim transcripts. Analysis was complemented by a secondary data based on the performance reports of both supermarket chains. Results demonstrated an alignment in the growth strategies of supermarket chains in relation to trade channel diversification. They aim the growth through organic expansion and acquisitions. The most characteristic elements mentioned by respondents about channel diversification inside business strategies of companies were: business diversification, trade operations in multi-channel and customer adequacy. Trade channel diversificaton can also constitute a strategic resource in which location, financial resources and trademark figure as the most stressed tangible and intangible assets. It was noticed that the search for a higher performance on the market, cost and price managing were the driving forces for commercial channel diversification. The most highlighted competitive advantages, resulting from trade channel diversification were the service to new and different customers and the trademark strengthening. As a conclusion, trade channel diversification can conceive a source of competitive advantage for supermarket chains. / Com esta dissertação, visa-se entender a diversificação de canais comerciais como uma fonte de vantagem competitiva para as redes de supermercados. Tema ainda pouco tratado na literatura dentro de um setor específico, o de redes de supermercados. O objetivo principal foi o de identificar os elementos mais determinantes na diversificação de canais comerciais das redes de supermercados no Brasil que podem gerar uma fonte de vantagem competitiva, segundo o ponto de vista dos executivos. Para isso o referencial teórico aborda as estratégias de negócios, os recursos estratégicos e a vantagem competitiva na perspectiva da diversificação de canais comerciais. Foi realizada uma pesquisa de campo exploratória e descritiva, utilizando entrevistas em profundidades com os executivos de duas das principais redes de supermercados que lideram o ranking em faturamento da Associação Brasileira de Supermercados. As entrevistas foram analisadas respeitando-se a natureza qualitativa da pesquisa com a técnica de análise de conteúdo aplicadas nas transcrições ipsis literis dos entrevistados. Complementou-se a análise com dados secundários baseados nos relatórios de desempenho das duas redes de supermercados. Os resultados demonstraram um alinhamento nas estratégias de crescimento das redes de supermercados em relação à diversificação de canais comerciais. Elas buscam o crescimento por meio da expansão orgânica e aquisições. Os elementos mais característicos evidenciados pelos entrevistados sobre a diversificação de canais dentro das estratégias de negócios da empresa foram: diversificação de negócios, atuação em multicanais e a adequação ao cliente. A diversificação de canais comerciais também pode-se constituir em recurso estratégico, no qual a localização, os recursos também pode-se constituir em recurso estartégico, no qual a localização, os recursos financeiros e a marca formam os ativos tangíveis e intangíveis mais ressaltados. Constatou-se que a busca por um desempenho superior no mercado, e a gestão de custo e preço foram os elementos mais determinantes para a diversificação de canais comerciais. Os tipos de vantagens competitivas mais evidenciadas resultantes da diversificação de canais comerciais foram o atendimento a novos e diferentes clientes, bem como o reforço da marca. Conclui-se que a diversificação de canais comerciais pode gerar fonte de vantagem competitiva para as redes de supermercados consideradas na pesquisa.

Organisationsprobleme im Ökomarketing - eine transaktionskostentheoretische Analyse im Absatzkanal konventioneller Lebensmittelhandel Die im Vergleich zum großen Nachfragepotential zögerliche Entwicklung des Ökomarkts in Deutschland ist auf Organisationsprobleme zurückzuführen. Die Organisationsprobleme behindern insbesondere die großskalige Ökomarkterschließung über die konventionellen Supermarktketten, erschweren aber auch die Effizienzsteigerung im kleiner strukturierten alternativen Naturkosthandel. Die Erschließung des großen Marktpotenzials für ökologische Produkte wird auf Ebene der Marktakteure durch drei Aspekte des Organisationsproblems erschwert, nämlich (1) Marktstrukturprobleme, (2) Ressourcenbeschaffungsprobleme (beschränktes Angebot) sowie (3) Absicherungsprobleme. Die Frage der Absicherung spezieller (Pionier-) Investitionen vor Opportunismus ist Hauptgegenstand der vergleichenden Institutionenanalyse, der Transaktionskostentheorie nach WILLIAMSON (1990). Die Organisationsprobleme im Ökomarketing wurden in 23 Experteninterviews entlang der Vermarktungskette mit einem transaktionskostentheoretisch basierten Untersuchungsmodell qualitativ untersucht. Schwerpunkt dabei war der Absatzkanal konventionelle Lebensmittelketten. Dabei zeigte sich die Dominanz marktnaher Organisationsformen, obwohl bei undifferenzierter Analyse der Transaktionsdimensionen eine Wahl hierarchienäherer Organisationsformen zu erwarten gewesen wäre. Die differenzierte Verwendung der Analysekriterien der Transaktion weist auf ausgleichende Kräfte hin, die marktnahe Koordination im Ökomarketing ermöglichen, trotz teilweise hoher Faktorspezifität und hoher externer Unsicherheit (z.B. labiles Marktgleichgewicht aufgrund von Beschaffungsproblemen und durch große Nachfrageschübe infolge von Lebensmittelskandalen). Wichtige Ausgleichskräfte sind vor allem die symmetrische Verteilung der Faktorspezifität zwischen den Marktpartnern, ihre Reputation und die Einflüsse des menschlichen Faktors (z.B. Beziehungsfähigkeit, außerökonomische Präferenzen). Außerdem gibt es zahlreiche Alternativen zur Absicherung durch vertikale Unternehmensintegration, die im einfachen Markt-Hierarchie-Paradigma übersehen werden. Die genauere Beschreibung der Transaktionsdimensionen und Absicherungsformen in der vorliegenden Dissertation bildet die Grundlage für ein effizienteres Management der Organisation innerhalb der Vermarktungskette. Dies betrifft z.B. die Frage, ob die Gründung einer Erzeugergemeinschaft, also einer hierarchienahen Organisationsform, nützlich ist. Im deutschen Ökomarkt wird es zu wachsenden Absicherungsproblemen kommen, wenn sich das Marktwachstum stark beschleunigt, denn beim Übergang zu einem offensiven, großskaligem Ökomarketing begeben sich die Marktpioniere in zeitweise asymmetrisch verteilte Faktorspezifitäten. Aber auch dann ist es effizienter - wo es möglich ist - die symmetrische Entwicklung der Verbindlichkeiten in einer marktnah koordinierten Vermarktungskette zu betreiben oder partielle Integrationsschritte, wie gegenseitige Beteiligungen oder gemeinsame Tochtergesellschaften zu bevorzugen. Ein marktnah koordiniertes Sicherheitsmanagement erfordert die genaue Kenntnis und Analyse der Transaktionsdimensionen, ihrer Wirkungsbereiche und -verteilung und der ausgleichenden Faktoren an jeder Stelle der Vermarktungskette. Der Vorteil marktnaher Koordination gegenüber der Hierarchie liegt in ihrer höheren Flexibilität, den besseren Leistungsanreizen und geringeren internen Verwaltungskosten. Vertikale und horizontale Kooperation kann bürokratiearm umgesetzt werden, wenn auf die symmetrische Entwicklung der Interessen und Faktorspezifitäten bei den beteiligten Geschäftspartnern geachtet wird und gleichzeitig die Kooperationsfähigkeit als soziale Kompetenz der Beteiligten entwickelt wird. / Organizational Problems in Marketing of Organic Products - a qualitative Analysis based on Transaction Cost Economics in the Trade Channel of conventional Supermarket Chains (Thesis - Humboldt-University of Berlin 2000) The market share of organic products is developing slowly compared with the potential demand forecasted. Organizational problems can be regarded as the main reason; they hamper especially the large scale market extension into conventional supermarket chains, but also diminish efficiency in smaller scaled alternative natural food trade systems. Market extension for organic products is inhibited due to three aspects relating to organizational problems: (1) deficits in market structure, (2) problems on resourcing (limited supply) and (3) problems of safeguarding an agreement. Safeguarding of special (pioneer) investment against opportunism is a central issue of comparative institutional analysis, in this case the transaction cost economics after O. E. WILLIAMSON (1985) Organizational problems of "organic-marketing" were investigated qualitatively using interviews with 23 experts involved in the marketing process at different levels. The framework of investigations were based upon transaction cost economics. Focus was set on the trade channel of the conventional retail chains. As a result it could be shown that organizational forms close to market-driven coordination dominates over forms of vertical integration, even though an undifferentiated analysis would have favored the latter. A more differentiated use of transaction dimensions shows balancing powers, which allow market-based coordination in "organic-marketing" in spite of high asset specificity and high external uncertainty (e.g. fragile market equilibrium as a result of procurement problems and influence of rapid growth of demand due to food scandals). The essential balancing factors are an equilibrium of asset specificity between market partners, their reputation and influence of the human factor (e.g. soft skills like human relations, non-economic preferences). In addition there are many alternatives to safeguarding by vertical integration that are otherwise overlooked in a simple market-hierarchy-paradigm. The exacter description of transaction dimensions and different forms of safeguarding given in this thesis leads to a more efficient marketing chain management. This can, for example, raise the issue whether a horizontal cooperation of agricultural producers, i.e. a hierarchical organization, is beneficial. In the German market for organic products safeguarding problems will increase once the market growth accelerates, because transition to offensive large-scaled "organic-marketing" temporarily leads market-pioneers into an asymmetrically distributed asset specificity. But even in this case it will be more efficient - where possible - to search for a symmetric development of obligations or to prefer partial vertical integration such as mutual participation or common affiliated companies. A market oriented management of safeguarding requires exact knowledge and analyses of transaction dimensions, their sphere of influence and their distribution of action and of compensating factors on every point of the marketing-chain. The advantage of a market-driven coordination compared to hierarchy is based on a higher flexibility, higher incentives and lower internal administration costs. Vertical and horizontal cooperation can be implemented on efficient bureaucracy basis, if partners pay attention to symmetric development of their interests and asset specificities and develop their social skills at the same time.