Productivity Planning and Strategy in Retailing

Samiee, Saeed

doi:10.2307/41166605

Cited by 16 publications

(9 citation statements)

References 1 publication

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“…When behavioral issues related to decision-making quality are considered in parallel with economic factors, knowledge about the precise influence of the economic factors is enriched. Our analysis is consistent with the viewpoints that the economic and behavioral aspects to channel theory should be studied in complementary terms (Stern and Reve 1980) and that retailing is a combination of art and science (Samiee 1990). The proffered methodology is also useful in that it can be applied, with due caution and adjustments, to other settings in which the quality of decision making must be considered in parallel with other conventional, economic variables.…”

Section: Discussionsupporting

confidence: 86%

Practices and Performance of Small Retail Stores in Developing Economies

Lenartowicz

Balasubramanian

2009

Journal of International Marketing

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As multinational corporations have expanded beyond the borders of developed economies and into fast-growing developing regions of the world, they have struggled to understand and manage a retail format that is dominant in many of those economies—the small retailer. The authors first synthesize existing literature on the phenomenon of small retailing to deliver a macro perspective of this retail format and its evolution. Then, they delve deeper into an urban market in a developing economy and provide an empirical illustration that sheds light on the decision-making processes of the small retailers and their operational performance. This yields a complementary micro perspective of the phenomenon that has been absent in the literature. The analysis provides insights into how firms that enter markets in developing economies can manage and profit from this important but frequently overlooked distribution format.

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Section: Discussionsupporting

confidence: 86%

Practices and Performance of Small Retail Stores in Developing Economies

Lenartowicz

Balasubramanian

2009

Journal of International Marketing

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“…2 Since sales alone may not capture the strategies pursued by retail units, we consider multiple contextual variables (Venkatraman and Ramanujam 1986;Chakravarthy 1986;Lewin and Minton 1986). Past research has included store size, labor usage, and capital investment as inputs in the production function (Nooteboom 1983;Ingene 1982Ingene , 1985Hise et al 1983;Good 1984;Lusch and Moon 1984;Doutt 1984;Ratchford and Brown 1985;Thurik and Kooiman 1986;Kamakura et al 1996;Samiee 1990). To capture the labor input in the production function, we utilize the number of selling hours in each store each month (HOURS).…”

Section: Data and Variablesmentioning

confidence: 98%

The impact of supervisory monitoring on high-end retail sales productivity

et al. 2009

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Based on a two-stage analysis of a panel of data on 12 outlets of a high-end retailer for 24 months, we investigate how the level of supervisory monitoring affects retail sales productivity. In the first stage, we use Data Envelopment Analysis (DEA) to compute the relative productivity of retail outlets in using their labor and capital resources to generate store sales. In the second stage, we regress the logarithm of DEA scores on contextual variables to obtain consistent estimators of the impact of contextual variables on productivity (Banker and Natarajan in Operation Research 56:48-58, 2008). Contrary to agency theoretic prediction that supervisory monitoring leads to an increase in retail sales productivity, our empirical results indicate that the higher the level of supervisory monitoring, the lower is the retail sales productivity for high-end retail outlets.

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“…This will necessitate a change in the employee development process as well. The required skills of a retail employee have been increasing in parallel with the proliferation of technologically complex products, and advanced systems and procedures employed by the retailers (Samiee 1990); thus, either recruiting better employees or training the average employee recruited is not the key to the prosperity anymore, but to survival. It has been stated that the skills that are required to achieve excellence in retail execution have changed and are likely to change again (Salmon 1989).…”

Section: Developmentmentioning

confidence: 99%

“…Employee relations consist of the combination of policies, guidelines, and procedures used by the retailer to describe employees' responsibilities towards the firm and vice versa (Samiee 1990). Successful retailers have an integrated package of benefits tied directly to improved productivity of the employees.…”

Section: Employee Relationsmentioning

confidence: 99%

The Gaps in Retail Human Resource Management:

Samli

Ongan

1996

Journal of Marketing Channels

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Human resource management is a critical determinant of retail organizational performance and profitability. It is estimated that the retail turnover currently is costing the industry $7.7 billion. If the current trends continue in constant dollars, this figure will be $9.2 billion in the year 2010. In current dollars this estimate will go up to $16.02 billion. Good human resource management can reduce this amount significantly. Despite its importance, retail human resource management remains a largely neglected area. Building on a basic model of the human resource management process, this paper provides a brief review of key personnel issues, followed by a suggested research agenda. It is maintained that human resource management in the retailing sector has many major gaps. Eliminating these gaps by improving the overall human resource management activity in retailing will yield total quality management (TQM) in retailing and will enhance the retail competitive advantage. Additionally, there will be significant contribution to the overall performance of the total marketing channel.

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Productivity Planning and Strategy in Retailing

Cited by 16 publications

References 1 publication

Practices and Performance of Small Retail Stores in Developing Economies

Practices and Performance of Small Retail Stores in Developing Economies

The impact of supervisory monitoring on high-end retail sales productivity

The Gaps in Retail Human Resource Management:

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