Failure in international retailing: research propositions

Burt, Steve; Dawson, John A.; Sparks, Leigh

doi:10.1080/0959396032000129471

Cited by 134 publications

(146 citation statements)

References 16 publications

Supporting

Mentioning

138

Contrasting

Unclassified

Order By: Relevance

“…The retail internationalization process could also be considered an entry mode choice in newly emerging markets that in recent years have become critical in the fashion business; the entry mode could be different over time and emerges as the result of a combination of historical, experiential, financial, opportunistic, strategic and company-specific factors (Doherty, 2000). Failure in international retailing is not uncommon (Burt et al, 2003), so it is important to find the right partners, to study carefully the strategy to adopt in the foreign markets (foreign direct investments, joint ventures, franchising, etc.) and to give a qualified operational support (Doherty, 2007).…”

Section: Store Management Policies For the Exploitation Of 'Made In Imentioning

confidence: 99%

Country of origin effect, brand image and retail management for the exploitation of ‘Made in Italy’ in China

Pucci¹,

Simoni²,

Zanni³

2013

International Marketing and the Country of Origin Effect

View full text Add to dashboard Cite

Section: Store Management Policies For the Exploitation Of 'Made In Imentioning

confidence: 99%

Country of origin effect, brand image and retail management for the exploitation of ‘Made in Italy’ in China

Pucci¹,

Simoni²,

Zanni³

2013

International Marketing and the Country of Origin Effect

View full text Add to dashboard Cite

“…It is well-established that delving into retail history can offer relevant insights to contemporary problems (N. Hollander, 1986). Understanding the nature of decline is all the more relevant amid a background of an increasing academic focus on retail failure and divestiture (Burt et al, 2003;Etgar and RachmanMoore, 2007). In our case, clearly the formation of holding companies in the 1920s served to protect the largely independent operating nature of traditional department store retailers, arguably ossifying the established independent structures and mindsets.…”

Section: Discussionmentioning

confidence: 99%

Organisational rigidities and marketing theory: examining the US department store c.1910–1965

Wood

2011

The Service Industries Journal

View full text Add to dashboard Cite

By analysing the US department store between c. , this article deepens our understanding of the nature of the transition to phases of 'maturity' and 'decline' that are fundamental to models of retail change (retail wheel, retail life-cycle). By employing a close reading of key marketing and management writing of the period, it finds that "lockin" to an organisational structure associated with a single downtown store posed significant obstacles to suburban branched expansion. Only partial organisational centralisation occurred with the formation of holding companies in the 1920s, which contrasted with chains of general-merchandise and some department store retailers that were efficiently structured and better able to exploit suburban growth. When major department store companies finally embraced branched expansion they were forced to significantly revise their operational structures.

show abstract

“…Others have developed frameworks categorizing international retailers on the basis of behavioural criteria -most notably business culture and market responsiveness (Treadgold, 1990;Salmon and Tordjman, 1989;Simpson and Thorpe, 1995;Helferich et al 1997;Alexander and Myers, 2000). In addition, there is a growing interest in failure and divestment as an intrinsic element in the retail internationalisation process (Alexander and Quinn, 2002;Burt et al, 2003;Jackson et al 2004).…”

Section: Approaches To Internationalisationmentioning

confidence: 99%

Consumer co‐operatives and retail internationalisation: problems and prospects

Davies

Burt²

2007

International Journal of Retail &Amp; Distribution Management

Self Cite

View full text Add to dashboard Cite

Purpose -Explores the retail internationalisation activities of consumer co-operatives.Findings -A survey of the available information on these internationalisation activities shows that they have been restricted to a relatively small number of co-operatives and that the 'failure' rate has been very high. Some suggestions are made as to why the co-operatives have been unable to convert their early-mover advantages into sustainable retail networks.Research limitations -The restricted nature of the sample means that these exploratory findings are primarily descriptive. Further, in-depth work with a sample of these co-operatives would help us to better understand the reasons for the moves into and out of various international activities.Practical Implications -Expands the literature on retail failure in general and also provides some more depth to the literature on the internationalisation of co-operatives.Originality/ Value -Whilst there have been significant volumes of research into the internationalisation of investor-owned retailers and of producer co-operatives, particularly the 'new generation' co-operatives, there has been very little prior work undertaken in this area.

show abstract

Failure in international retailing: research propositions

Cited by 134 publications

References 16 publications

Country of origin effect, brand image and retail management for the exploitation of ‘Made in Italy’ in China

Country of origin effect, brand image and retail management for the exploitation of ‘Made in Italy’ in China

Organisational rigidities and marketing theory: examining the US department store c.1910–1965

Consumer co‐operatives and retail internationalisation: problems and prospects

Contact Info

Product

Resources

About