This paper presents an innovative approach to the exploration and explanation of retail location strategy formulation based on the premises of complexity theory. A chaos-theoretic approach was employed to encapsulate the complex environmental context of retail organisations, and the findings of the research are discussed in the terms and language of chaos literature. It is argued that managers understand complexity in an individual way, and therefore they deal with complexity based on their own unique understanding of it. We also argue that there are complexity absorbing and complexity adapting retail organisations that follow different approaches to their retail location strategy formulation.
1Store choice in computer retailing: the case of home users in Greece Abstract Purpose-To evaluate the relationship between demographics and store choice in computer retailing sector and to provide a general understanding of PC home users' store selection criteria in the Greek context. Design/methodology/approach-A convenience sample of 600 consumers was employed. The respondents should have purchased a computer or a peripheral at most four weeks prior to the interview. The data were collected through personal interviews. Also, a pilot test for content and face validity was conducted. Descriptive statistics as well regression and factor analysis were performed to evaluate the data. Findings-Demographics have a strong predicting power over store choice in computer retailing sector in Greece. Retail location that is traditionally considered among the most important store choice determinants is not that strong in the case of computer and peripherals purchase. Research limitations/implications-In order to generalize the current findings a stratified sample in terms of demographics and geographical coverage would be used and examined. In addition, the influence of e-purchases should be considered. Practical implications-The results are partially consistent with the findings of previous studies in other retailing sectors and also suggest retailing strategy implication for retailers operating in Greece. As competition in retailing evolves the understanding of consumer is crucial for retailers. Originality/value-The paper is unique because it analyzes store selection criteria in computers retailing where very few similar research studies exist.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of the paper is to present and critically discuss the findings of the ESRC-funded HS2020 project. The aim is to discuss the retail-led change that has happened to the High Streets that participated to the project that, in some cases, is revolutionary and is leading to the reinvention of the place. To do so reference is made to various retail change theories discussing both institutional and consumer-led change.Design/methodology/approach -This is a discussion paper on the findings of the HS2020 project. Findings -The major finding reported in this paper is that the reinvention is a natural learning process that involves the comprehension of change and the development of knowledge that will lead to the reinvention of the High Street.Research limitations/implications -The findings of the research are based on data that were collected from a total of ten towns across the UK.Practical implications -The paper suggests that to reinvent the High Street the stakeholders that are involved in the place decision-making processes they should embrace the change as a natural development and try to understand and learn from it rather than resisting to it. The HS2020 project provides a comprehensive guide of the areas that change can be managed and if it happens it can facilitate the reinvention.Originality/value -The paper is relevant to the academic community, as it offers insight to the theories of retail change, and to the practitioners, as it provides evidence as to how to deal with the change that happens to the High Streets.
The radical changes to the UK town centre retail landscape over the past 60 years are well documented. What are less well documented are accounts of how the internal processes of town centre governance impact on the retail landscape. From the 1990s UK government dictums, aimed at arresting decline, have advised local authorities to engage with local stakeholders and invite otherwise excluded stakeholders into the previously established rituals and routines of local governance. The aim of this paper is to analyse the influence of the ‘organisational culture(s)’ of town centre custodians (which we conceptualise as the ‘town centre paradigm’) on their actions to improve the retail vitality and viability of their locale. Through a comparative case study of four UK town centres manifesting contrasting governance ‘stereotypes’, we explore how different town centre ‘custodians’ interpret government policies and, perhaps more importantly, how their behaviour impacts on the retail development landscapes of their town centres.
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