Suchergebnisse

Acknowledgments -- Overview -- Internationalization of retailing -- Strategic retail expansion -- Location factors -- Culture and consumer behavior -- Developing and emerging countries -- Licensing, franchising, and strategic alliances -- Multinational markets -- Retailing in the Americas -- United States -- Canada, Mexico, Central America and the Caribbean -- South America -- Retailing in Europe, Asia, Africa, Australia, and the Middle East -- Europe and Russia -- The Middle East and Africa -- Asia, Australia, and Oceania -- Future of international retailing -- Prognosis for the future -- Glossary -- Index

Intro -- RETAILING MANAGEMENT -- Title page -- Copyright -- Dedication -- About the authors -- Preface -- Connect -- Acknowledgments -- Brief contents -- Contents -- Half Title -- Section 1 -- Chapter 1: Introduction to the World of Retailing -- Chapter 2: Types of Retailers -- Chapter 3: Digital Retailing -- Chapter 4: Multichannel and Omnichannel Retailing -- Chapter 5: Consumer Behavior -- Section 2 -- Chapter 6: Retail Market Strategy -- Chapter 7: Financial Strategy -- Chapter 8: Retail Locations -- Chapter 9: Retail Site Location -- Chapter 10: Information Systems and Supply Chain Management -- Chapter 11: Customer Relationship Management -- Section 3 -- Chapter 12: Managing the Merchandise Planning Process -- Chapter 13: Buying Merchandise -- Chapter 14: Retail Pricing -- Chapter 15: Retail Communication Mix -- Section 4 -- Chapter 16: Human Resources and Managing the Store -- Chapter 17: Store Layout, Design, and Visual Merchandising -- Chapter 18: Customer Service -- Section 5 -- Glossary -- Company Index -- Name Index -- Subject Index.

"The eleventh edition of Retailing Management builds on the basic philosophy of the previous ten editions. It continue to focus on both strategic and tactical issues, with an emphasis on financial considerations and implementation through merchandise and store management"--

Along with organisations in other fields, retailers have been using computers in management systems since the mid‐1960s and, in some cases, much earlier. Over this period, there have been dramatic changes in the computer technology available for use by management, together with considerable accumulated experience in using them, particularly in retailing. However, this has, in many industries, been offset by an increase in the problems facing managers; in retailing, for instance, companies now have to face economies in which disposable incomes have been squeezed, whilst buying patterns are changing rapidly and becoming difficult to predict. A consequence of this is that to survive today retailers must be far better at product range planning, cash planning and control of capital than they needed to be in the 1960s. They may be helped in this by an increasing understanding of how to manage product range, cash flow or funds allocation problems, and also by the availability of more advanced computing facilities which allow managers to apply this understanding more effectively. These facilities vary from the range of computers on offer (mainframe to micros) to data flow networks, automated data input, visual display terminals and specialist soft‐ware for retail planning and control (e.g. distribution packages).