The Impact of Category Captainship on the Breadth and Appeal of a Retailer's Assortment

Kurtuluş, Mümin; Ülkü, Sezer; Dotson, Jeffrey P.; Nakkaş, Alper

doi:10.1016/j.jretai.2014.02.001

Cited by 15 publications

(13 citation statements)

References 16 publications

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“…Gruen and Shah, 2000;Campo and Gijsbrechts, 2005;Cachon and Kök, 2007;Kurtuluş and Toktay, 2011;Hübner and Kuhn, 2012;Kurtuluş et al, 2014) and includes the selection of which brands and products to offer within the categories. Assortment management also includes product development and the introduction of new products to the assortment (Kaufman et al, 2006).…”

Section: Category Management As a Set Of Activitiesmentioning

confidence: 99%

“…Third, marketing management or promotion is mentioned as part of category management (e.g. Gruen and Shah, 2000;Basuroy et al, 2001;Dhar et al, 2001;Kurtuluş and Toktay, 2011;Hübner and Kuhn, 2012;Kurtuluş et al, 2014). Marketing can be carried out in many different ways, such as presentation of the products in the store, shelf space allocation or advertising.…”

Section: Category Management As a Set Of Activitiesmentioning

confidence: 99%

“…Dupre and Gruen, 2004;Bandyopadhyay et al, 2009;Subramanian et al, 2010;Gooner et al, 2011;Kurtuluş et al, 2014 to name a few). As this thesis is concerned with the integration of suppliers in category management, it is important to understand the supplier's role in category management.…”

Section: Supplier Integration In Category Managementmentioning

confidence: 99%

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Supplier Integration in Category Management : A case study of the situational impact on relationship performance and interdependence

Ellström¹

2015

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Supplier integration in category management means that a supplier takes part in the activities that are traditionally performed by retailers. These activities are the selection of which products to sell, decisions on how to price and market the products, and making sure that the products are delivered to the stores in a timely manner. Depending on the situation, an integration of suppliers in these activities can be more or less suitable.As more research is needed to understand when supplier integration in category management is suitable, the purpose of this thesis is to describe and analyze how situational factors affect the relationship consequences of supplier integration in category management. Specifically, the relationship consequences are expressed in terms of relationship performance and interdependence between the firms.The study builds on empirical data about British and Swedish builders' merchants and their suppliers, with a particular focus on timber suppliers. Data has mainly been collected through participative observations and interviews.Five situational factors that improve the relationship performance of supplier integration in category management are identified: large retailer firms, supplier product knowledge, homogeneity of market demands for the supplier's products, mutual trust and a shared view on customer value between the supplier and retailer. Three situational factors are identified that affect the interdependence between the retailer and the supplier when supplier integration in category management is implemented: supplier product knowledge, whether the supplier or the retailer initiates the integration and whether coercive or non-coercive power has to be used in the implementation.This thesis contributes to retail literature by highlighting the need to include situational factors in the analysis of supplier integration, clarifying which activities are comprised by category management and suggesting a theoretical foundation based on the resource-based view and the transaction cost framework to analyse relationship performance in retailer-supplier dyads. When making decisions on integration, managers of retailers and their suppliers are advised to consider the fit with their overall strategy, the fit with the surrounding situation and the effects both in terms of interdependence and relationship performance. LEVERANTÖRSSAMARBETE I HANDELNHandelns uppgift är att ge allmänheten tillgång till rätt produkter, för rätt pris, på rätt plats och dessutom att informera sina kunder om värdet av dessa produkter. De handelsföretag som lyckas bättre med detta än sina konkurrenter är de som långsiktigt kommer överleva. För att utföra denna uppgift kan handeln ta hjälp av sina leverantörer. Detta kallas för leverantörsintegration. Eftersom leverantörerna ofta har mer kunskap om sina egna produkter och den nytta deras produkter bidrar med, kan leverantörerna spela en viktig roll i handelns arbete med sina produktkategorier.Att ta hjälp av leverantörer innebär dock inte alltid en förbättring fö...

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Section: Category Management As a Set Of Activitiesmentioning

confidence: 99%

Section: Category Management As a Set Of Activitiesmentioning

confidence: 99%

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Supplier Integration in Category Management : A case study of the situational impact on relationship performance and interdependence

Ellström¹

2015

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“…Several examples from retail practice show how suppliers have been successfully assigned as category captains, with the responsibility of managing an entire product category (cf. Subramanian et al, 2010;Kurtuluş et al, 2014). The benefit of supplier collaboration relies on the assumption that suppliers understand market trends within their own categories (Gruen and Shah, 2000;Kurtuluş et al, 2014) and that category expertise is shared between retailers and suppliers (Harris and McPartland, 1993).…”

Section: Introductionmentioning

confidence: 99%

“…Subramanian et al, 2010;Kurtuluş et al, 2014). The benefit of supplier collaboration relies on the assumption that suppliers understand market trends within their own categories (Gruen and Shah, 2000;Kurtuluş et al, 2014) and that category expertise is shared between retailers and suppliers (Harris and McPartland, 1993). However, some authors are hesitant towards the benefits associated with supplier collaboration in category management (e.g.…”

Section: Introductionmentioning

confidence: 99%

Resource alignment in the category management of builders’ merchants

Ellström

Rehme

2015

The International Review of Retail, Distribution and Consumer R

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Previous retailer-supplier research reports both positive and negative collaboration outcomes. Resource alignment, or how collaborating actors’ resources affect each other, is a concept that has been brought forward to explain when collaboration increases performance. As the category management of builders’ merchants involves actors with different sets of resources, the resource alignment framework can be used to better understand the outcomes of collaboration in category management. The aim of this paper is to explore resource alignment among actors involved in the category management of builders’ merchants. The paper is based on interviews with top managers in Swedish builders’ merchants. Complementary and supplementary resources held by the involved actors are identified for four distinguished category management activities. Resources needed to further improve the business are also identified. Three propositions are formulated, explaining how supplementary and complementary resources are interrelated and how the situation influences the need for supplementary resources. The description of resource alignment supports retailers and their suppliers concerning how to assign roles and responsibilities in category management activities. While the retailers themselves are often well equipped to manage pricing and inventory management, the supplier can support assortment and marketing management

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Supply chain vertical competition and product proliferation under different power structures

Lu,

Menezes

2024

International Journal of Production Economics

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The Impact of Category Captainship on the Breadth and Appeal of a Retailer's Assortment

Cited by 15 publications

References 16 publications

Supplier Integration in Category Management : A case study of the situational impact on relationship performance and interdependence

Supplier Integration in Category Management : A case study of the situational impact on relationship performance and interdependence

Resource alignment in the category management of builders’ merchants

Supply chain vertical competition and product proliferation under different power structures

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