Detecting inefficiently managed categories in a retail store

Qualitative job insecurity and voice behavior: Evaluation of the mediating effect of affective organizational commitment

“…The sample was representative of the population that works in the retail sector in Chile, experiencing also the problems and challenges of Chilean industry similarly to those of international industry (Goic et al, 2015; Jarpa et al, 2021; Stecher, 2012). Due to this, the retail sector has been selected as part of a large and competitive industry in the country, and in which its organizations have developed innovation processes and increased their production and competitiveness of products and services in recent years (Gardiazabal et al, 2020).…”

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“…М. Goic et al (2015) provided reports on how some category management exclusively from the standpoint of retail trade, and the proposed model for assessing the relative effectiveness of categories was aimed at achieving business processes and the mission of the enterprise.…”

An empirical analysis of evaluating the operational and economic efficiency of retail stores under an adverse operating environment

“…Generally, DEA is very well positioned for static retail settings. However, the benchmarking literature at food‐retail store level is scarce due to the unavailability of primary data (Barros, 2006; Barros & Alves, 2004; De Jorge Moreno, 2008; Donthu & Yoo, 1998; Goic et al, 2015; Keh & Chu, 2003; Thomas et al, 1998; Vaz & Camanho, 2012; Vyt & Cliquet, 2017). Table 1 summarizes these S/M retail store‐level studies with reference to the sample used, the methods for measuring efficiency, the employed input and output variables, the research objectives, and the main results they conclude.…”

“…In this direction, there was a general agreement by management concerning the output variables for the operational and profit efficiency, given also its strategic thinking: (a) sales and number of customers, for assessing operational efficiency; and (b) gross profit (i.e., store net sales minus cost of goods sold) and operating profit (i.e., gross profit minus total operating expenses, before the allocation of corporate overhead), for assessing the profit efficiency. The rationale for using gross profit as a separate output (see the relevant studies of Arnold et al, 2019; Dubelaar et al, 2002; Goic et al, 2015) is to capture the store manager's ability to effectively manage relationships with regional managers (the so‐called intra‐organizational relationship capacity) that contributes to achieving more favorable product purchase prices and thus higher gross profit (see Arnold et al, 2019). In the case of the stores analyzed, the prices of the most products generally are set centrally by the retail organization.…”

“…The existing retailing literature at store‐level (Barros, 2006; Barros & Alves, 2004; De Jorge Moreno, 2008; Donthu & Yoo, 1998; Goic et al, 2015; Keh & Chu, 2003; Thomas et al, 1998; Vaz & Camanho, 2012; Vyt & Cliquet, 2017) assesses retail store technical efficiency mainly under normalized economic conditions. In particular, the authors use static settings and consider only the operational efficiency dimension (hereafter operational model) suggesting that each retail store does not have direct responsibility in maximizing profit but rather in maximizing the total sales (Keh & Chu, 2003; Vaz & Camanho, 2012).…”