Assessing store performance models

Pauler, Gábor; Trivedi, Minakshi; Gauri, Dinesh K.

doi:10.1016/j.ejor.2008.05.023

Cited by 13 publications

(13 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…For example, they are able to interpret, reflect on and provide feedback on customers' assessments of collaborative marketing schemes between the retail tenants and the shopping centre, or about infrastructural changes to the centre undertaken by the shopping centre's management (Konopa and Zallocco, 1981). Given the substantial impact of the external store environment and location on store performance, constant monitoring of such aspects should be a core necessity and responsibility for store personnel in general and the store managers in particular (Pauler et al, 2009;Bell et al, 2010). In line with their mediating role between customers and the retail business, managers' evaluations of the centre in which 'their' store is located are based on their assessments of customers' evaluations of core attributes, as well as the overall attractiveness of the centre (Dollinger, 1984;Oppewal and Timmermans, 1997).…”

Section: Research Hypotheses and Conceptual Modelmentioning

confidence: 99%

Store managers – the seismographs in shopping centres

Teller

Alexander

2014

European Journal of Marketing

View full text Add to dashboard Cite

Purpose – The aim of this paper is to investigate the link between store managers’ evaluation of how customers assess a shopping centre and their own evaluation of the centre and, based on that, the relevance of store managers in reflecting on and informing the management and marketing practices of the local shopping centre management. Design/methodology/approach – A conceptual model is developed based on the network and boundary-spanning theories. The model is tested using a Web-based survey of 217 managers, representing stores located in shopping malls, and by applying covariance-based structural equation modelling. Findings – The study reveals store managers to be engaging in a significant information-processing pathway, from customers’ evaluation of the shopping centre (as perceived by the store manager) to their own evaluation of the centre in terms of managerial satisfaction and loyalty. Research limitations/implications – The empirical study focuses exclusively on shopping malls and thus does not consider other shopping centre forms such as town centres and retail parks. Practical implications – This paper concludes that store managers have the potential to be informational boundary spanners and, thus, valuable resources to inform and give feedback to shopping centre management. Originality/value – The contribution of this paper is to provide a more complete understanding of the role of the store manager as an integral actor in the shopping centre in terms of informational boundary spanning between the retail organisation, the customers and local shopping centre management.

show abstract

Section: Research Hypotheses and Conceptual Modelmentioning

confidence: 99%

Store managers – the seismographs in shopping centres

Teller

Alexander

2014

European Journal of Marketing

View full text Add to dashboard Cite

show abstract

“…To measure each of the three performance dimensions, we followed the approach of Teller et al (2016a) and slightly amended the scales based on the notions of Vorhies and Morgan (2005) and Pauler et al (2009). The customer performance dimensionhereafter labelled retail patronageis of particular importance in a retail and service context.…”

Section: Measurementsmentioning

confidence: 99%

“…However this overlaps with the label of the first indictor and does not reflect all the items comprised in this scale, in particular the ones related to customer value. Sources: ξsub1/ξnw1 and ξsub2/ξnw2, Morgan, 2005, Bell et al, 2010;Blut et al, 2018;ξnw3/ξsub3, Venkatraman and Ramanujam, 1986;Pauler et al, 2009;Bell et al, 2010;…”

mentioning

confidence: 99%

Augmenting the urban place brand – On the relationship between markets and town and city centres

Alexander

Teller

Wood

2020

Journal of Business Research

View full text Add to dashboard Cite

“…Determinants of retail store performance have been analyzed across the globe (Pal & Byrom, 2003; Pauler, Trivedi, & Gauri, 2009; Reiner, Teller, & Kotzab, 2013; van Marrewijk & Broos, 2012). The performance of retail store operations have been analyzed by assessing the replenishment of inventory (Aghazadeh, 2004), assortment of product in the store (Gawankar, Kamble, & Raut, 2016; Mishra & Ansari, 2013), customer orientation (Eroglu, Williams, & Waller, 2011; Finn, 2004), and sales promotion (Bouzaabia, Van Riel, & Semeij, 2013; Ltifi & Gharbi, 2015).…”

Section: Review Of Literature Conceptual Research Framework and Hypomentioning

confidence: 99%

Self-started versus Family Inherited Businesses: A Comparison of Managing Unorganized Food Grocery Retail Stores in an Emerging Economy

Ali¹,

Chandra

Ali

2016

Business Perspectives and Research

View full text Add to dashboard Cite

This study aims at analyzing the difference in food grocery retail store logistic management between self-started and family inherited retail businesses. The study has been carried out through in-depth personal interview of 40 unorganized grocery retail stores in Lucknow Uttar Pradesh, using a structured questionnaire. Simple statistical techniques such as descriptive statistics and cross-tabulation have been applied on the survey data. Chi-square test has been used to analyze the statistical difference in the processes of retail store management between self-started and family inherited business grocery stores. Findings indicate that those who joined the family run businesses are younger in age as compared to the ones who self-started their grocery stores. Similarly, the average retailing experience of self-starters is (10 years) and family inherited retails is (5 years), showing significant difference statistically, implying that both the groups have different level of retailing experiences. The study also analyzes the difference in methods of logistics management across the different types of unorganized retailers. Analysis indicates that both self-started and family inherited retail businesses follow similar management practices. There are a limited number of in-depth studies on unorganized retail operations based on primary data analysis. The findings of this study provide practical insights on difference in profile of self-started versus family inherited retail businesses and adoption of logistics processes in managing their stores.

show abstract

Assessing store performance models

Cited by 13 publications

References 14 publications

Store managers – the seismographs in shopping centres

Store managers – the seismographs in shopping centres

Augmenting the urban place brand – On the relationship between markets and town and city centres

Self-started versus Family Inherited Businesses: A Comparison of Managing Unorganized Food Grocery Retail Stores in an Emerging Economy

Contact Info

Product

Resources

About