2010 I Volume 24 Issue I
E-Book, Englisch, 222 Seiten, eBook
Reihe: European Retail Research
ISBN: 978-3-8349-8938-3
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)
Prof. Dr. Peter Schnedlitz, Vienna University of Economics and Business Administration, Austria
Zielgruppe
Research
Autoren/Hrsg.
Weitere Infos & Material
1;Preface of the Editors;6
2;Contents;8
3;Interactive Web 2.0 Applications in the Multi-Channel Marketing for Retailers;9
3.1;1. Introduction;10
3.2;2. Theoretical Background of Multi-Channel Retailing;11
3.3;3. Foundations ofWeb 2.0;13
3.4;4. Web 2.0 in Multi-Channel Retailing;17
3.4.1;4.1. Strategic Potentials;17
3.4.1.1;4.1.1. Market Research;17
3.4.1.2;4.1.2. Communication;18
3.4.1.3;4.1.3. Harmonization and Integration of Marketing Channels;19
3.4.1.4;4.1.4. Internal Communication and Knowledge Management;20
3.4.1.5;4.1.5. Acquisition of New Target Groups and Customer Retention Management;21
3.4.2;4.2. Operational Potentials;22
3.4.2.1;4.2.1. Merchandise;22
3.4.2.2;4.2.2. Pricing;23
3.4.2.3;4.2.3. Communication;24
3.5;5. Conclusion and Implications;25
3.6;References;28
4;How to Maintain a Process Perspective on Retail Internationalization:The IKEA Case;34
4.1;1. Introduction;35
4.2;2. Retail Internationalization;36
4.2.1;2.1. Retail Internationalization – a Different Context?;37
4.2.2;2.2. Knowledge and Learning in the Retail Internationalization Process Literature;39
4.3;3. Knowledge Sharing Across National Borders;41
4.3.1;3.1. Organizational Routines for Knowledge Sharing;42
4.4;4. Method;43
4.5;5. IKEA’s International Expansion;44
4.5.1;5.1. The International Expansion of IKEA;45
4.5.2;5.2. The IKEA Organization;47
4.5.3;5.3. Routines for Knowledge Sharing within IKEA;50
4.6;6. Concluding Discussion;51
4.7;References;53
5;Trade Credit Periods in Retail Commerce for Products of Mass Consumption: An Application to Spanish Legislation;57
5.1;1. Introduction and Objectives;58
5.2;2. Literature Review;59
5.3;3. Methodology: Database and Variables;62
5.4;4. Results;66
5.4.1;4.1. Evolution of Trade Credit Periods in Retailers;67
5.4.2;4.2. Evolution in Trade Credit Periods in Manufacturers of Food Products;68
5.4.3;4.3. Explanatory Model of Trade Credit Periods for Retailers;71
5.4.4;4.5. Managerial Implications;72
5.5;6. Conclusions, Limitations and Future Lines of Research;73
5.6;References;75
6;Customer Satisfaction with Loyalty Card Programs in the Austrian Clothing Retail Sector - an Empirical Study of Performance Attributes Using Kano’s Theory;77
6.1;1. Introduction;78
6.2;2. Theoretical Background;79
6.3;3. Research Hypotheses;83
6.4;4. Empirical Study and Methodology;86
6.4.1;4.1. Kano Questionnaire;86
6.4.2;4.2. Field Study;89
6.4.3;4.3. Results;90
6.5;5. Discussion and Implications;95
6.6;References;97
7;Clustering Customer Contact Sequences - Results of a Customer Survey in Retailing;102
7.1;1. Introduction;103
7.2;2. Literature Review and Conceptual Background;103
7.2.1;2.1. Customer Contact Points and Customer Contacts in Retail;103
7.2.2;2.2. Functions and Importance of Customer Contacts;104
7.2.3;2.3. Customer Segmentation;106
7.2.4;2.4. Customer Contact Sequences;107
7.3;3. Empirical Study: Customer Segmentation Based upon Customer Contact Sequences;107
7.3.1;3.1. Measures;107
7.3.2;3.2. Procedure;108
7.4;4. Results: Customer Contacts, Contact Sequences and Sequence Clusters;109
7.4.1;4.1. Customer Contacts;109
7.4.2;4.2. Contact Sequences;111
7.4.3;4.3. Sequence Alignment and Sequence Clustering;111
7.4.3.1;4.3.1. Description of the Identified Clusters Using Constituent Variables;112
7.4.3.2;4.3.2. Description of the Clusters Using Descriptive Variables;114
7.4.3.3;4.3.3. Determinants of the Contact Sequence and Cluster Membership;116
7.4.3.4;4.3.4. Effects of the Contact Sequences and Cluster Membership;117
7.4.3.5;4.3.5. Characterization of the Sequence Clusters;118
7.4.4;4.4. Discriminatory Power of Contact Sequences;118
7.5;5. Discussion and Conclusions;121
7.6;References;123
8;The In-Store Antecedents and Consequences of Perceived Shopping Value for Regularly Purchased Products;126
8.1;1. Introduction;127
8.2;2. Literature Review and Hypotheses;128
8.2.1;2.1. Utilitarian and Hedonic Shopping Value;129
8.2.2;2.2. Store Image as an Antecedent of Shopping Value;130
8.2.2.1;2.2.1. Store Image;130
8.2.2.2;2.2.2. Relationship Between Store Image and Utilitarian Shopping Value;132
8.2.2.3;2.2.3. Relationship Between Store Image and Hedonic Shopping Value;133
8.2.3;2.3. Consequences of Shopping Value;134
8.2.3.1;2.3.1. Customer Satisfaction and its Relationship to Perceived Shopping Value;134
8.2.3.2;2.3.2. Store Loyalty and its Relationship to Customer Satisfaction;135
8.3;3. Methodology;137
8.3.1;3.1. Measures;137
8.3.2;3.2. Sample;139
8.3.3;3.3. Results;140
8.4;4. Discussion and Implications;143
8.5;5. Limitations and Future Research;144
8.6;References;145
9;Strategic Differentiation in the Japanese Convenience Store Business. The Example of Lawson’s Format Variation;154
9.1;1. Introduction;155
9.2;2 . Strategic Use of Store Formats;157
9.2.1;2.1. Defining the Concept of Store Format;157
9.2.2;2.2. Retailers’ Store Format Strategies and Format Variation;159
9.2.3;2.3. Strategic Positioning with Store Formats;160
9.2.4;2.4. Store Formats as Strategic Innovations;161
9.3;3. Outline of the Japanese Convenience Store Business;162
9.4;4. Seven-Eleven Japan as the Pioneer, Innovator, and the Model for the Archetypal Japanese CVS Format;164
9.5;5. Lawson’s Store Development Activities and Format Variation;166
9.5.1;5.1. Store Location Strategy in the First Phase (until 2001);167
9.5.2;5.2. Strategy Emphasising Format Variation (from 2001 to the Present Day);169
9.5.3;5.3. Conditions and their Influences on Lawson’s Strategy;170
9.6;6. Conclusions;172
9.7;References;175
10;Retailing in the United Kingdom - a Synopsis;178
10.1;1. Introduction;179
10.1.1;1.1. Retailing in the United Kingdom and Europe;179
10.1.2;1.2. The Retail Environment in UK;179
10.2;2. Characteristics of the UK Retail Market;182
10.2.1;2.1. Size, Structure and Major Players;184
10.2.2;2.2. Sustained and Steady Growth in Retail Sales Volume;185
10.2.3;2.3. Stock Market Ownership;186
10.2.4;2.4. Cost Structures;186
10.2.5;2.5. Internationalisation;187
10.2.6;2.6. Loyalty Card Schemes;188
10.3;3. The Nature of Competition;189
10.3.1;3.1. Centralised Management and Procedures;189
10.3.2;3.2. Channel Leadership;190
10.3.3;3.3. Specialised Format Development;191
10.3.4;3.4. Retailer Brands;192
10.3.5;3.4. Store vs. Non-Store Retailing;193
10.4;4. Outlook;194
10.5;References;196
11;The Danish Retail Market: Overview and Highlights;200
11.1;1. Introduction;201
11.2;2. A Profile of the Danish Retail Sector;201
11.2.1;2.1. Grocery Retailing;202
11.2.1.1;2.1.1. Store Formats, Market Share and Number of Stores;202
11.2.1.2;2.1.2. A Profile of the Most Important Players;203
11.2.1.3;2.1.3. Coop Danmark;205
11.2.1.4;2.1.4. Dansk Supermarked;206
11.2.1.5;2.1.5. Dagrofa and the Independent Sector;207
11.2.1.6;2.1.6. The Danish Discount Sector - the Dominance of Soft Discount;208
11.2.2;2.2. Specialty Retailing - Textiles and DIY;208
11.2.3;2.3. Danish Retailers and Internationalization - Some Highlights;211
11.3;3. A Profile of the Danish Consumer;212
11.3.1;3.1. Changing Consumption Patterns and Demographics;212
11.3.2;3.2. Specific Consumer Tendencies that Drive the Danish Retail Development;214
11.3.2.1;3.2.1. Convenience as a Value Creator;214
11.3.2.2;3.2.2. Value Emphasis - Saving and Splurge;214
11.3.2.3;3.2.3. Danish Consumers and Sustainability Issues;215
11.4;4. Denmark - a Country of E-Consumers?;217
11.5;5. A profile of Danish Retail Logistics;220
11.5.1;5.1. Supply Chain Management at Coop;220
11.5.2;5.2. The Netto Distribution Center in Køge;221
11.5.3;5.3. Supergros A/S;221
11.5.4;5.4. The JYSK Central Warehouse in Uldum;222
11.6;6. Planning and Regulation Perspective;223
11.7;7. Summary;225
11.8;References;225
Mit Beiträgen von D. Möhlenbruch, D. E. Blunck, F. Ritschel, A. Jonsson, J. Oubina, J. Romero, M.J. Yagüe, E. Walter, C. Steyrer, S. Wiesel, S. Steinmann, G. Silberer, W. Weitzl, R. Zniva, A. Huuhka, N. Shimizu, M. Laaksonen, S. Burt, L. Sparks, C. Teller, J. Aastrup, M. Bjerre, N. Kornum, H. Kotzah
Retailing in the United Kingdom - a Synopsis (S. 173-174)
Steve Burt, Leigh Sparks and Christoph Teller
Abstract
This paper illustrates the structure of, and trends in, the retail market of the United Kingdom (UK). This industry analysis describes the retail environment compared to continental Europe and considers the regulatory issues which have helped form this retail environment. By using secondary data we describe concentration and consolidation tendencies and explain specific features of the UK retail market. Major trends are identified and discussed, concluding with an outlook on future developments.
1. Introduction
1.1. Retailing in the United Kingdom and Europe
In a number of ways retailing in the United Kingdom of Great Britain and Northern Ireland [in the following United Kingdom (UK)] appears to operate differently from the general pattern in continental Europe. Some may see this as yet another example of UK’s unwillingness to embrace the European Union, but as with all retailing, the sector merely reflects the context within which it operates and the norms of behaviour that have developed in the domestic market. In this brief paper we highlight the distinctive features of the UK’s retail market and illustrate how these have shaped the nature of competition in the sector.
Any attempt to understand the UK retail scene should start by recognising the distinctive features of this market (Mintel 2010). The United Kingdom is a compact island market of more than 60 m people living in circa 25 m households and with the third highest density of population in Europe after Belgium and the Netherlands. It is the sixth largest economy (Gross domestic product 1,808 bn EUR) worldwide and third largest in Europe after Germany and France. The total consumer expenditures are the second highest in Europe (1,096 bn EUR) after Germany (1,367 EUR) and 7th highest per capita in Europe (17,851 EUR in 2008).
The UK is ranked 4th in terms of total retail sales (318 bn EUR) and 12th in terms of retail sales per capita (5,184 EUR). Urban centres are relatively close together and although decentralisation of large retail stores to the urban periphery has occurred, planning policy has attempted to maintain a strong retail presence in the urban core of most major towns and cities (BCSC 2006; Guy 2007). As occupants of mainland Europe know all too well, Britain can perhaps best be described as “in Europe, but not European”! General attitudes towards the European Union amongst the majority of the population can be described as ambivalent, as illustrated in the strong desire to retain the national currency.
Despite this somewhat ethnocentric view, the UK market is an open economy, and a large number of non-national retailers operate in the market. At the same time, UK retailers are increasing their presence outside the domestic market.
