Abstract
Part One of this text was very largely concerned with the analysis of retailing in terms of retail markets and the strategic analysis by retailers of their environment. Part Two is concerned more exclusively with retailing management, and as such deals largely with the internal management of retailing organisations. It is about the conversion of retailing strategies into administrative and operational management. Although ‘Retail is detail’ is an expression which we have suggested is an over-simplification so far as total retail management is concerned, no retailing strategy can work unless it is effectively implemented.
‘In an increasingly competitive trading environment, the best rewards go to retailers who can profitably assemble a product and service mix that is carefully attuned to the requirements of clearly defined consumer segments.’
P. J. McGoldrick, Retail Marketing (London: McGraw-Hill, 1990) p. 68.
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References
See, for example, G. Pintel and J. Diamond, Retailing (New Jersey: Prentice-Hall, 4th edn, 1987) p. 116.
D. Walters and D. White, Retail Marketing Management (London: Macmillan, 1987) p. 23.
See S. Caulkin, ‘The Fall and Rise of Brands’, Management Today, July 1987, pp. 45ff.
See S. Caulkin, ‘Brand Wars’, Marketing, 7 May 1987, p. 37.
See Lord Sieff, Don’t Ask the Price (London: Weidenfeld & Nicolson, 1987) pp. 38–9.
See G. Nuttall, ‘Post Haste’, Marketing, 5 March 1988, pp. 15–18.
It is reported, for example, that in the UK the number of single-person households doubled over the twenty years 1961–1982. See Walters and White, Retail Marketing Management, p. 17.
Ibid., p. 9.
See ‘Putting a jewel in everyone’s crown’, Financial Times, 28 January 1988.
See J. Harris, ‘What Makes People Buy’, Management Today, November 1984, pp. 68ff.
See M. E. Porter, Competitive Strategy (New York: Free Press, 1980) Ch. 2.
N. Britton and L. Warner, ‘Has M & S Lost its Touch?’, Marketing, 4 February 1988, p. 21.
Data given in ‘Top 500 Brands’, Marketing, 25 February 1988.
Adapted from a schema in R. W. Hasty, Retailing (New York: Harper & Row, 3rd edn, 1983) pp. 299–300.
In 1985, for example, retail advertising accounted for 21 per cent and 20 per cent of press and radio advertising respectively, but for only 6 per cent of television advertising. See C. Fulop, Retailing Advertising and Retail Competition in the U.K. (London: The Advertising Association, 1986) pp. 32–5.
E. Lowe, Successful Retailing through Advertising (London: McGraw-Hill, 1983) p. 4.
E. J. Ornstien, The Retailers: A study in successful marketing and promotion (London: Associated Business Programmes, 1976) p. 143.
See Fulop, Retail Advertising and Retail Competition in the U.K., pp. 39–62.
Ibid., pp. 63–86.
See G. Davies and J. Brooks, Positioning Strategy in Retailing (London: Paul Chapman, 1989) pp. 59–60 and 195–6.
Ibid., p. 202.
See generally P. J. Amer, Retail Management (London: Intertext, 1970) pp. 123–6.
See Hasty, Retailing, Ch. 9.
See B. Berman and J. R. Evans, Retail Management: A Strategic Approach (New York: Macmillan, 2nd edn, 1983) pp. 343–6.
See A. E. Spitz and A. B. Flaschner, Retailing (Cambridge, Mass.: 1982) pp. 210–12.
A. R. Leal, Retailing (London: Edward Arnold, 1974) p. 68.
United States data, for example, indicate that almost 40 per cent of department store purchases and nearly two thirds of supermarket purchases are unplanned in so far as the buying intention was not formed prior to entering the store. See F. Buttle, ‘Retail Space Allocation’, International Journal of Physical Distribution and Materials Management, 1984, Vol. 14, No. 4, p. 5.
See Financial Times, 17 August 1989.
The Boots Company PLC, 1989 Annual Report, p. 8.
See, for example, R. Fitch and J. Woudhuysen, ‘The Strategic Significance of Design’, in E. McFadyen (ed.), The Changing Face of British Retailing (London: Newman Books, 1987) pp. 14–21.
See Amer, Retail Management, p. 77.
A very good review of this is contained in Buttle, ‘Retail Space Allocation’, pp. 3–23.
The currently quoted figure for total UK annual shop theft losses is about £2bn — representing up to 2.8 per cent of total retail turnover. Employee theft (1984 data) was twice as great as customer theft; and rather alarmingly one survey based upon responses from retailers showed that 19 per cent of shop staff apprehended for theft were managers or supervisors. See Home Office Standing Conference on Crime Prevention, Report of the Working Group on Shop Theft (1986) paras 3–4 and Appendix B, Table 3. Reference to this report and to other literature in the field was kindly provided by a senior crime prevention officer of Tayside Police, Scotland.
See D. M. Lewison and M. W. DeLozier, Retailing (Columbus, Ohio: Merrill Publishing Co., 2nd edn, 1986) Ch. 11. A very comprehensive treatment of this matter is given in P. H. Jones, Retail Loss Control (London: Butterworths, 1990).
Any member of the shop staff may arrest someone who is shoplifting or whom they suspect with reasonable cause to be in the act of shoplifting. It is usual to make the arrest after the person has left the shop in order to minimise as far as possible the possibility of arresting someone who is not shoplifting. Such force as is reasonable in the circumstances may be used to effect the arrest. This means that if the shoplifter, or suspected shoplifter, puts up a struggle sufficient force to subdue him may be used. However, if excessive force is used then those responsible will be guilty of assault and, perhaps, more serious offences, depending upon the nature of the force used and the gravity of any injuries inflicted. In such circumstances the shop staff and the retailer would also be liable to the shoplifter for damages in a civil action. Should a suspected shoplifter prove to be innocent then the question will arise whether those who apprehended him actually had reasonable cause to suspect him or her of shoplifting. If not, then they commit the offence of false imprisonment. More importantly, they and their employer will be liable for the torts of trespass to the person and, if the individual has been detained, false imprisonment, which may result in the award of damages. It should be noted that differences exist between Scots and English law in the procedures that should be followed in these matters as the standard of evidence required in Scotland is greater than that necessary in England and Wales. In Scotland such cases will be heard in the first instance in the Sheriff Court, and in England and Wales in the County Court.
See N. Piercy, ‘The Role of the Marketing Department in U.K. Retailing Organisations’, International Journal of Retailing, 1989, Vol. 4, No. 2, pp. 46–65.
Quoted in D. Ezra and D. Oates, Advice from the Top (London: David & Charles, 1989) p. 32.
Quoted in A. D. Morgan, British Imports of Consumer Goods: A Study of Import Penetration 1974–85 (Cambridge: CUP, 1989) p. 26.
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© 1992 W. Stewart Howe
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Howe, W.S. (1992). Retail Merchandising and Marketing. In: Retailing Management. Palgrave, London. https://doi.org/10.1007/978-1-349-21716-8_6
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