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Journal articles on the topic 'Retail Operations'

Author: Grafiati

Published: 4 June 2021

Last updated: 12 February 2022

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1

Hübner, Alexander, Pedro Amorim, Heinrich Kuhn, Stefan Minner, and Tom Van Woensel. "Retail operations." OR Spectrum 40, no. 4 (2018): 831–35. http://dx.doi.org/10.1007/s00291-018-0535-1.

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2

Lowson, Robert H. "Retail operations strategies." International Journal of Operations & Production Management 25, no. 7 (2005): 642–80. http://dx.doi.org/10.1108/01443570510605081.

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3

Eroglu, Cuneyt, Brent D. Williams, and Matthew A. Waller. "Consumer‐driven retail operations." International Journal of Physical Distribution & Logistics Management 41, no. 5 (2011): 420–34. http://dx.doi.org/10.1108/09600031111138808.

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4

Caro, Felipe, A. Gürhan Kök, and Victor Martínez-de-Albéniz. "The Future of Retail Operations." Manufacturing & Service Operations Management 22, no. 1 (2020): 47–58. http://dx.doi.org/10.1287/msom.2019.0824.

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5

Gaur, Vishal, Ananth Raman, and Jayashankar M. Swaminathan. "Special Issue ofProduction and Operations Management: Retail Operations." Production and Operations Management 18, no. 2 (2009): 240. http://dx.doi.org/10.1111/j.1937-5956.2009.01054.x.

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6

Luk, Sherriff T. K., and Ivy S. N. Chen. "Baleno: Expanding Retail Operations in China." Asian Case Research Journal 13, no. 01 (2009): 1–27. http://dx.doi.org/10.1142/s0218927509001170.

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Fuelled by impressive economic growth in recent years, consumers' demand for clothing in China had been increasing. Expenditure on clothing of urban households rose from 374.19 billion yuan in 2004 to 509.29 billion yuan in 2006 (an increase of 36.1%), and for rural households, this increased from 91.66 billion yuan to 118.36 billion yuan (an increase of 29.1%). Baleno, a casual wear retailer, had used mainly franchising to expand its retail network. This method allowed for rapid expansion but controlling franchisees in China could be problematic. Opening directly managed stores, on the other

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7

Harindra, Pranav. "Retail Location Selection using Operations Research." International Journal for Research in Applied Science and Engineering Technology 7, no. 10 (2019): 852–61. http://dx.doi.org/10.22214/ijraset.2019.10128.

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8

Teller, Christoph, Christina Holweg, Gerald Reiner, and Herbert Kotzab. "Retail store operations and food waste." Journal of Cleaner Production 185 (June 2018): 981–97. http://dx.doi.org/10.1016/j.jclepro.2018.02.280.

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9

Eroglu, Cuneyt, Brent Williams, and Matthew Waller. "The backroom effect in retail operations." IEEE Engineering Management Review 43, no. 1 (2015): 52–61. http://dx.doi.org/10.1109/emr.2015.7059375.

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10

Eroglu, Cuneyt, Brent D. Williams, and Matthew A. Waller. "The Backroom Effect in Retail Operations." Production and Operations Management 22, no. 4 (2012): 915–23. http://dx.doi.org/10.1111/j.1937-5956.2012.01393.x.

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11

Fisher, Marshall. "Foreword: Special Issue on Retail Operations." Production and Operations Management 22, no. 4 (2013): 755–57. http://dx.doi.org/10.1111/poms.12014.

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12

Youngjin Bahng, Farrokh Trevor Rogers, and Doris H. Kincade. "Assortment Planning for Retail Buying, Retail Store Operations, and Firm Performance." Journal of Distribution Science 16, no. 8 (2018): 15–27. http://dx.doi.org/10.15722/jds.16.8.201808.15.

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13

Lowson, Robert H. "Retail Operational Strategies in Complex Supply Chains." International Journal of Logistics Management 12, no. 1 (2001): 97–111. http://dx.doi.org/10.1108/09574090110806253.

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The correct choice, implementation and evolution of an operations strategy can provide considerable competitive advantage. However, how many organizations in the Fast Moving Consumer Goods (FMCG) industries really understand the components of such strategies and their power when properly deployed? Supply chain management, lean thinking, agile operations, quick response, virtual organization, time‐based competition to name but a few, currently receive extensive coverage in management literature. But, what core competencies, management activities, resources and technologies comprise an effective

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14

Ramanathan, Usha, Nachiappan Subramanian, and Guy Parrott. "Role of social media in retail network operations and marketing to enhance customer satisfaction." International Journal of Operations & Production Management 37, no. 1 (2017): 105–23. http://dx.doi.org/10.1108/ijopm-03-2015-0153.

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Purpose The technology evolution compels retail networks to introduce unique business models to retain customers and to gain a competitive advantage. Customer reviews available through social media need to be taken into account by retail networks to design a model with unique service operations and marketing approaches that will improve loyalty by adding value to customers. Furthermore, the relationship between customer satisfaction and customer spending behaviour is very weak and needs further investigation. Hence the purpose of this paper is to understand how retail network leverage the pote

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15

Raman, Ananth, Nicole DeHoratius, and Zeynep Ton. "Execution: The Missing Link in Retail Operations." California Management Review 43, no. 3 (2001): 136–52. http://dx.doi.org/10.2307/41166093.

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16

Fisher, Marshall, and Ananth Raman. "Introduction to Focused Issue: Retail Operations Management." Manufacturing & Service Operations Management 3, no. 3 (2001): 189–90. http://dx.doi.org/10.1287/msom.3.3.189.9892.

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17

Dempsey, Patrick G., Raymond R. McGorry, John Cotnam, and Theodore W. Braun. "Ergonomics investigation of retail ice cream operations." Applied Ergonomics 31, no. 2 (2000): 121–30. http://dx.doi.org/10.1016/s0003-6870(99)00043-5.

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18

Saleheen, Ferdoush. "Demand and Supply Planning in Retail Operations." International Journal of Business and Economics Research 3, no. 6 (2014): 51. http://dx.doi.org/10.11648/j.ijber.s.2014030601.18.

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19

He, Yi, Qingyun Xu, and Pengkun Wu. "Omnichannel retail operations with refurbished consumer returns." International Journal of Production Research 58, no. 1 (2019): 271–90. http://dx.doi.org/10.1080/00207543.2019.1629672.

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20

Collins, Carolyn A., and Barbara S. Fails. "A Business Study of Michigan Retail Florists." HortScience 32, no. 3 (1997): 510B—510. http://dx.doi.org/10.21273/hortsci.32.3.510b.

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In the spring of 1996, Michigan State Univ. and the Michigan Floral Assn. mailed a comprehensive business survey to all Michigan floral retailers. This was the first nonpartisan study of the retail florist industry in Michigan. Based upon the 183 responses from full-service retail florists (those who deliver and subscribe to a wire service), a profile of the “typical” Michigan florist was constructed. Data presented will include general business operations, such as store floor space and length of time in operation, delivery services, wire service membership, advertising and marketing practices

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Pires, Maria, Joaquim Pratas, Jorge Liz, and Pedro Amorim. "A framework for designing backroom areas in grocery stores." International Journal of Retail & Distribution Management 45, no. 3 (2017): 230–52. http://dx.doi.org/10.1108/ijrdm-01-2016-0004.

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Purpose The design of retail backroom storage areas has great impact on in-store operations, customer service level and on store life-cycle costs. Moreover, backroom storage in modern retail grocery stores is critical to several functions, such as acting as a buffer against strong demand lifts yielded by an ever-increasing promotional activity, stocking seasonal peak demand and accommodating e-commerce activities. The purpose of this paper is to propose a framework to design retail backroom storage area. Furthermore, the authors aim to draw attention to the lack of literature on this topic, wh

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22

Ali Khan, Junaid, Shiming Deng, and Muhammad Hammad A. K. Khan. "The Effect of Product Variety on Inventory Turnover in Different Modes of Operation." European Scientific Journal, ESJ 13, no. 4 (2017): 51. http://dx.doi.org/10.19044/esj.2017.v13n4p51.

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We study the effects of product variety on operational metrics - inventory turnover and on sales in different mode of operations. Research has shown that performance metrics can vary in different mode of operations. Using 41 months of data from a large retailer, we show that correlation of product variety with inventory turnover and sales is not always negative or positive as shown in previous studies. This correlation can vary depending upon the mode of operations and type of product. Our study highlights impact of increased product variety on inventory turnover and sales in different mode of

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23

Kopchykova, Inna. "FEATURES OF THE DEFINITION «OPERATIONAL ACTIVITY OF TRADE NETWORKS»." Scientific Bulletin of Mukachevo State University. Series “Economics” 1(13) (2020): 92–96. http://dx.doi.org/10.31339/2313-8114-2020-1(13)-92-96.

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From the formation of effective strategic goals and improvement of operational activities depends on the optimization of production methods, planning the development of new products, changing the cost of production, planning and forecasting sales. The introduction of new areas of operational activity is an effective strategic development. The relevance of the research topic is due to the development of modern formats of trade and the need to implement new solutions for operational management, in terms of improving the effectiveness and quality of basic management functions – planning, organiza

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24

Van Woensel, Tom, Marshall L. Fisher, and Jan C. Fransoo. "Teaching Retail Operations in Business and Engineering Schools." INFORMS Transactions on Education 11, no. 1 (2010): 29–34. http://dx.doi.org/10.1287/ited.1100.0059.

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25

Abbas, Haidar, and Jamal A. Farooquie. "Reverse logistics operations in a pharmaceutical retail environment." International Journal of Logistics Economics and Globalisation 7, no. 1 (2018): 1. http://dx.doi.org/10.1504/ijleg.2018.090496.

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26

Abbas, Haidar, and Jamal A. Farooquie. "Reverse logistics operations in a pharmaceutical retail environment." International Journal of Logistics Economics and Globalisation 7, no. 1 (2018): 1. http://dx.doi.org/10.1504/ijleg.2018.10011603.

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27

Jiwa, Salim, Dawn Lavelle, and Arjun Rose. "Virtual outlets business gaming for fashion retail operations." International Journal of Information and Operations Management Education 1, no. 1 (2005): 58. http://dx.doi.org/10.1504/ijiome.2005.007448.

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28

Qi, Meng, Ho‐Yin Mak, and Zuo‐Jun Max Shen. "Data‐driven research in retail operations—A review." Naval Research Logistics (NRL) 67, no. 8 (2020): 595–616. http://dx.doi.org/10.1002/nav.21949.

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29

Atan, Zümbül, and Nesim Erkip. "Note on “The Backroom Effect in Retail Operations”." Production and Operations Management 24, no. 11 (2015): 1833–34. http://dx.doi.org/10.1111/poms.12357.

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30

Aghazadeh, Seyed‐Mahmoud. "Layout strategies for retail operations: A case study." Management Research News 28, no. 10 (2005): 31–46. http://dx.doi.org/10.1108/01409170510785002.

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31

Mou, Shandong, David J. Robb, and Nicole DeHoratius. "Retail store operations: Literature review and research directions." European Journal of Operational Research 265, no. 2 (2018): 399–422. http://dx.doi.org/10.1016/j.ejor.2017.07.003.

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32

Chai, Junwu, Huan Chen, Qilin Huang, and Wei Yan. "Should a Manufacturer Encroach on Its Retailer’s Operations with Quality Differentiated Products?" Discrete Dynamics in Nature and Society 2017 (2017): 1–12. http://dx.doi.org/10.1155/2017/8367547.

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Despite the fact that manufacturers are progressively encroaching into the retail market by selling products that differ in quality from the products that are already on the market, this issue has received little attention in the literature on dual-channel supply chains. We fill this gap by first considering that a manufacturer sells higher- (lower-) quality products through its own direct channel, whereas all lower- (higher-) quality products are distributed by an independent retailer, and then comparing our equilibrium outcomes with those in the literature of the manufacturer who distributes

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33

Putra, Zainal, and Muzakir Muzakir. "Competitive Environment Analysis in Global Retail Companies Operation Strategy: A Data Envelopment Analysis (DEA) Based Approach." AFEBI Management and Business Review 5, no. 01 (2020): 16. http://dx.doi.org/10.47312/ambr.v4i02.286.

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<em>This research aims to find out the most competitive retail company operating in current global market based on the perspective of efficiency. A well-performed company is the company that is efficient in its operations. By using Data Envelopment Analysis (DEA) approach, this research differs from prior research because we used multivariable inputs, namely: asset, operational expense and the number of employees. The output variables used in this research are: total revenue, net profit, return on equity (ROE), return on assets (ROA), return on investment (ROI), dividend yield ratio and

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34

Putra, Zainal, and Muzakir Muzakir. "Competitive Environment Analysis in Global Retail Companies Operation Strategy: A Data Envelopment Analysis (DEA) Based Approach." AFEBI Management and Business Review 5, no. 1 (2020): 16. http://dx.doi.org/10.47312/ambr.v5i1.286.

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<em>This research aims to find out the most competitive retail company operating in current global market based on the perspective of efficiency. A well-performed company is the company that is efficient in its operations. By using Data Envelopment Analysis (DEA) approach, this research differs from prior research because we used multivariable inputs, namely: asset, operational expense and the number of employees. The output variables used in this research are: total revenue, net profit, return on equity (ROE), return on assets (ROA), return on investment (ROI), dividend yield ratio and

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35

Jean Miller, Nancy, Ruoh-Nan Yan, and Sage Calamari. "Occasionally open, always an experience: limiting store hours." International Journal of Retail & Distribution Management 42, no. 2 (2014): 92–105. http://dx.doi.org/10.1108/ijrdm-10-2012-0097.

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Purpose – The study aims to understand the new retail phenomenon of limited store hours. Specifically, the study explores the viability of the retail operation and how the owners of those businesses strategically compensate for fewer hours of operation (e.g. four days a month). Design/methodology/approach – A qualitative, multiple-case study was conducted via interviews with six female owners of women's apparel/accessory or home furnishings shops, both independent and franchised operations. The duration of interviews ranged from 45 to 90 minutes. Transcripts were analysed using constant compar

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36

Dong, Ciwei, Liu Yang, and Chi To Ng. "Quantity Leadership for a Dual-Channel Supply Chain with Retail Service." Asia-Pacific Journal of Operational Research 37, no. 02 (2020): 2050005. http://dx.doi.org/10.1142/s0217595920500050.

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In a dual-channel supply, the manufacturer sells the products by both a traditional channel via the retailer and an online channel directly. Comparing with the direct channel, the retailer may provide additional services to the traditional channel. This paper studies the quantity leadership for a dual-channel supply chain with retail service. The manufacturer decides the wholesale price of the products and its selling quantity via the online channel, and the retailer decides the service level and its selling quantity via the traditional channel. We consider three Cournot competition games: Man

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37

Ezimadu, Peter, and Chukwuma Nwozo. "Modeling dynamic cooperative advertising in a decentralized channel." Yugoslav Journal of Operations Research 28, no. 4 (2018): 539–66. http://dx.doi.org/10.2298/yjor150520023e.

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This work deals with cooperative advertising in a manufacturer-retailer supply channel using differential game theory. It considers the manufacturer as the Stackelberg leader and the retailer as the follower. It incorporates the manufacturer?s advertising effort into Sethi?s sales-advertising dynamics, and considers its effect on the retail advertising effort, the awareness share, the players? payoffs, and the channel payoff. These are achieved by considering two channel structures: a situation where retail advertising is subsidized, and a situation where it is not. In both situations, it obta

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38

Pue, Kristen. "Selling Out? A Cross-National Exploration of Nonprofit Retail Operations." Nonprofit and Voluntary Sector Quarterly 49, no. 3 (2019): 653–69. http://dx.doi.org/10.1177/0899764019877246.

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Nonprofit revenue sources have significant consequences for how we understand the sector, its power, and sources of accountability. Earned income is an important element of the nonprofit revenue mix. And while commercialism among nonprofits has received some attention, there has been relatively little research seeking to understand the types of earned income that nonprofits are using and the non-commercial, mission-enhancing objectives that these activities potentially serve. This research note addresses that gap through an analysis of one type of earned income: retail operations. The note beg

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39

Rahah Hamidi, Saidatul, Muhammad Afiq Muhamad Yusof, Shuhaida Mohamed Shuhidan, and Shamsiah Abd Kadir. "IR4.0: unmanned store apps." Indonesian Journal of Electrical Engineering and Computer Science 17, no. 3 (2020): 1540. http://dx.doi.org/10.11591/ijeecs.v17.i3.pp1540-1547.

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<span>The Internet of Things (IoT) is predicted to be one of the major megatrends in technology that applies worldwide including in Malaysia. Current advantages and expectations of using a connected device has become a reason to use applications in many areas, including the field of retail industry. The evolvement of technology has changed the retail landscape that replaces the manpower in their operations to improve the efficiency, quality and work ethics. Hence, this paper discussed comparative study of technology innovation applied and process flow in unmanned store from different cou

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40

Muzumdar, Prathamesh, Ganga Prasad Basyal, and Piyush Vyas. "Moderating Effects of Retail Operations and Hard-Sell Sales Techniques on Salesperson’s Interpersonal Skills and Customer Repurchase Intention." Journal of Management Research 13, no. 1 (2020): 21. http://dx.doi.org/10.5296/jmr.v13i1.18044.

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Salesperson’s interpersonal skills have always played an important role in influencing various stages of customer’s purchase decision. With the increase in retail outlets and merchandisers, retail operations have taken a pivotal role in influencing the salesperson’s sales practices and customer’s purchase decisions. This study tries to examine the influence of salesperson’s interpersonal skills and retail operations on customer repurchase. A salesperson’s interpersonal skills are the trained and tacit competencies that a salesperson employs to improve customer relationships and sales. Many org

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41

Ketzenberg, Michael, Richard Metters, and Vicente Vargas. "Quantifying the benefits of breaking bulk in retail operations." International Journal of Production Economics 80, no. 3 (2002): 249–63. http://dx.doi.org/10.1016/s0925-5273(02)00258-x.

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42

Negri, Elisa. "Intelligent decision-making models for production and retail operations." Production Planning & Control 28, no. 15 (2017): 1278–79. http://dx.doi.org/10.1080/09537287.2017.1363351.

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43

Guercini, Simone, and Andrea Runfola. "Developing fashion retail operations to growth in emerging markets." Journal of Global Fashion Marketing 10, no. 2 (2019): 145–62. http://dx.doi.org/10.1080/20932685.2019.1573696.

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44

Zhang, Juzhi, Qingyun Xu, and Yi He. "Omnichannel retail operations with consumer returns and order cancellation." Transportation Research Part E: Logistics and Transportation Review 118 (October 2018): 308–24. http://dx.doi.org/10.1016/j.tre.2018.08.006.

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45

Wong, Eugene, Allen H. Tai, Yan Wei, and Iris Yip. "Redesigning one-warehousen-retailer routing model in inter-store stock transfer operations of an international retail chain distribution." Asia Pacific Journal of Marketing and Logistics 30, no. 3 (2018): 536–54. http://dx.doi.org/10.1108/apjml-06-2017-0124.

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PurposeThe effectiveness of product replenishment and responsiveness of customer service delivery impact largely on satisfaction and retention of customers in retail chain logistics distribution. The fast moving goods in the complex delivery network and limited vehicle resource often lead to long customer waiting time in stock replenishment. With lack of literature systematically reviewing factors affecting retail distribution in inter-store stock transfer services and improving the operations, the purpose of this paper is to analyse and enhance this service for the retail to reduce customer d

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46

Hu, Wei, and Yongjian Li. "Retail service for mixed retail and E-tail channels." Annals of Operations Research 192, no. 1 (2010): 151–71. http://dx.doi.org/10.1007/s10479-010-0818-7.

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47

Ali, Jabir, Ashwin Chandra, and Tabassum Ali. "Self-started versus Family Inherited Businesses: A Comparison of Managing Unorganized Food Grocery Retail Stores in an Emerging Economy." Business Perspectives and Research 5, no. 1 (2016): 24–35. http://dx.doi.org/10.1177/2278533716671618.

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This study aims at analyzing the difference in food grocery retail store logistic management between self-started and family inherited retail businesses. The study has been carried out through in-depth personal interview of 40 unorganized grocery retail stores in Lucknow Uttar Pradesh, using a structured questionnaire. Simple statistical techniques such as descriptive statistics and cross-tabulation have been applied on the survey data. Chi-square test has been used to analyze the statistical difference in the processes of retail store management between self-started and family inherited busin

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48

Ezimadu, Peter. "Modelling cooperative advertising decisions in a manufacturer-distributor-retailer supply chain using game theory." Yugoslav Journal of Operations Research 30, no. 2 (2020): 147–76. http://dx.doi.org/10.2298/yjor181115001e.

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This work considers cooperative advertising decisions in a manufacturer-distributor-retailer supply chain, where the manufacturer is taken as the Stackelberg leader, using differential game theory. The distributor and retailer are the first and the second followers, respectively. We introduce the distributor into the traditional manufacturer-retailer channel through his direct involvement in advertising as being incorporated into the non-stochastic Sethi's sales-advertising dynamics. This is used to model the awareness share dynamics in which the distributor and the retailer directly engage in

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49

Datta, Bidhan, and Banantika Datta. "Business Transformation on Retail Operations Due to COVID-19 and Its Impact on Indian Economy." International Journal of Research and Review 8, no. 4 (2021): 110–18. http://dx.doi.org/10.52403/ijrr.20210416.

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Year 2020 brought a huge challenge in business environment all over the world due to COVID-19. India is not an exception and faced similar challenges which impacted heavily on the economy. India has a huge retail market being the second largest populous country in the world with huge potential and young workforce. It is an important factor for the GDP growth of any country. The aim of this paper is to compare the past, present and predict the future economic scenario by considering various factors which majorly impacted the retail market due to COVID-19. A huge transformation observed in the r

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50

Finnegan, Carol, Seng-Su Tsang, George Woodward, and Jean Chang. "Foreign retail banner longevity." International Marketing Review 36, no. 6 (2019): 887–910. http://dx.doi.org/10.1108/imr-01-2018-0036.

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Purpose The purpose of this paper is to provide a robust examination of the factors that accelerate/decelerate the divestment timing of retail banners in international markets. Design/methodology/approach The sample represents 3,235 foreign market banner operations of 132 international retailers across 144 countries using an accelerated failure time (AFT) parametric survival modelling technique. Findings Banner divestment is accelerated by both weak financial performance and smaller size. Furthermore, there is a synergistic negative detriment to the combination of both factors on divestment. B

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