Concentration of competing retail stores

Konishi, Hideo

doi:10.1016/j.jue.2005.08.005

Cited by 95 publications

(82 citation statements)

References 39 publications

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“…The retail self-service stores operate on a market size effect and a price cutting effect. 8 As the retail self-service stores display a wide range of multi-brand products, the consumers enjoy higher chance of fi nding preferred products (a market size effect). On the other hand, concentration of stores leads to fi ercer price competition (a price cutting effect).…”

Section: Response Behaviour To Clearance Salesmentioning

confidence: 99%

Stimulating retail sales and upholding customer value

Rajagopal

2007

J Retail Leisure Property

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Consumer responses to clearance sales, both in terms of consumer satisfaction with the decision process and subsequent store choice behaviour, are explored in the paper through controlled experiments conducted involving clearance sales in a consumer choice and decision satisfaction context. The results suggest that consumer response to clearance sales is driven to a large extent by two factors: the effect of a clearance sale on the available options of goods and the degree of store loyalty. Response to a clearance sale was found to be a function of two primary forces -the degree to which a consumer was personally committed to the discount sales alternative, and changes in the diffi culty of making a decision due to limitation of buying options. Overall, the discussion of results of the two studies presented in the paper demonstrates that consumer response to clearance sales, both in terms of decision satisfaction levels and observed store-loyalty behaviour, are strongly infl uenced by the variables of price sensitivity, attractiveness of products, store loyalty and perceived value on available brands.

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Section: Response Behaviour To Clearance Salesmentioning

confidence: 99%

Stimulating retail sales and upholding customer value

Rajagopal

2007

J Retail Leisure Property

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“…Taken together, these assumptions along with rich variation in entry/exit decisions over a long time period ensure that the proposed model is identi…ed. 45 As my data does not contain revenue, variable pro…ts are identi…ed using time-varying market characteristics, 46 as in Bresnahan and Reiss (1991). These market characteristics are the same ones used in my earlier reduced form analysis.…”

Section: Identi…cation Of Structural Modelmentioning

confidence: 99%

An Empirical Model of Industry Dynamics with Common Uncertainty and Learning from the Actions of Competitors

Yang

2012

SSRN Journal

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This paper advances our collective knowledge about the role of learning in retail agglomeration. Uncertainty about new markets provides an opportunity for sequential learning, where one …rm's past entry decisions signal to others the potential pro…tability of risky markets. The setting is Canada's hamburger fast food industry from its early days in 1970 to 2005, for which simple analysis of my unique data reveals empirical patterns pointing towards retail agglomeration. The notion that uninformed potential entrants have an incentive to learn, but not informed incumbents, motivates an intuitive double-di¤erence approach that separately identi…es learning by exploiting di¤erences in the way potential entrants and incumbents react to spillovers. This identi…cation strategy con…rms that information externalities are key drivers of agglomeration. Estimates from a dynamic oligopoly model of entry with information externalities provide further evidence of learning, as I show that common uncertainty matters. Counterfactual analysis reveals that an industry with uncertainty is initially less competitive than an industry with certainty, but catches up over time. Furthermore, there are many instances in which chains enter markets they would have avoided had they not faced uncertainty. Finally, consistent with the interpretation of uncertainty as an entry barrier, I …nd that chains place signi…cant premiums on certainty at proportions beyond 2% of their total value from being monopolists.

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“…The retail self-service stores offer an environment of three distinct dimensions of emotions, for example, pleasantness, arousal and dominance. The retail self-service stores operate on a market size effect and a price-cutting effect ( Konishi, 1999 ). Managerially, the multi-brand testing process allows the fi rm to forecast the impact of the new product introduction on the market shares of competing brands (including those marketed by the fi rm) at both the aggregate and the segment level.…”

Section: Objectives Of the Studymentioning

confidence: 99%

Organisational buying and sales administration in the retail sector

Rajagopal

2007

J Retail Leisure Property

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This study has been conducted in Mexico, and discusses the impact of sales territory design and compensation on salespeople as predictors of performance of sales unit effectiveness in the retailing sector. The factors affecting the performance of sales force through balanced supervisory control, cognitive measures and coordination pattern of task performance in the team have been examined, and managerial implications have been derived for optimising the performance of the sales force in the paper. The fi ndings of the study show that the balance between territory designing and incentive pays affects the overall performance of sales tasks performed by the fi eld sales teams. The sales territory design also largely infl uences the level of performance both directly and indirectly through its relationship with salespeople ' s behavioural performance. Discussions in the paper also argue that behaviour control is a consistent predictor of salespeople ' s performance and effectiveness of the sales units. This indicates the importance of proactively monitoring, directing and evaluating salespeople by the managers.

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Concentration of competing retail stores

Cited by 95 publications

References 39 publications

Stimulating retail sales and upholding customer value

Stimulating retail sales and upholding customer value

An Empirical Model of Industry Dynamics with Common Uncertainty and Learning from the Actions of Competitors

Organisational buying and sales administration in the retail sector

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