Littérature scientifique sur le sujet « Woolworths »
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Articles de revues sur le sujet "Woolworths"
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Garber, Thorsten. « Woolworths Wiederkehr ». return 2, no 2 (1 février 2015) : 34–39. http://dx.doi.org/10.1007/bf03400053.
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Ngwakwe, Collins C. « Corporate social investment – good business and good revenue : The case of woolworths holdings ltd South Africa ». Risk Governance and Control : Financial Markets and Institutions 4, no 4 (2014) : 7–15. http://dx.doi.org/10.22495/rgcv4i4art1.
Texte intégralRésumé :
This paper examined the relationship between corporate social investment and revenue in Woolworths Holdings Limited South Africa. The approach is thus a single case study, and financial data on social investment and revenue was retrieved from the Woolworths Holdings’ Good Business Journey report 2008 -2013 and from its annual report of 2002 - 2007. Using the SPSS statistics software, a correlation was sought between the Woolworths Holdings’ social investment expenditure and revenue, earnings per share and return on equity. Findings from the analysis revealed that, within the six years of Woolworths Holdings’ Good Business Journey, a significant positive relationship exists between Woolworths Holdings’ social investment and its revenue, earnings per share (EPS) and return on equity (ROE). A further analysis of difference in means using the t-test statistics indicates that the revenue streams to Woolworths Holdings’ between 2008 – 2013 is significantly greater than the revenue streams in the six years before the Good Business Journey. In conclusion, the paper suggests a new research model, referred to in this research as the share holders’ support for corporate social investment model, and it is represented as: SHSSI = f (Rv+Es+Re+Of). The paper thus offers an agenda for further research to apply the above model to evaluate the degree of shareholders’ interest and support for corporate social investment in retailing and other companies.
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Luiz, John, Amanda Bowen et Claire Beswick. « Woolworths South Africa : making sustainability sustainable ». Emerald Emerging Markets Case Studies 1, no 1 (1 janvier 2011) : 1–21. http://dx.doi.org/10.1108/20450621111113534.
Texte intégralRésumé :
Subject area Sustainable development; business, government, and society. Study level/applicability The case is designed to be taught to students at MBA and MA level. Case overview In February 2009, Justin Smith, manager of the good business journey at Woolworths, a leading South African department store, was a worried man. Woolworths had launched its five-year sustainability strategy just under two years before. After undertaking an impact assessment, Smith was concerned that the original targets – which covered transformation, social development, the environment and climate change – had been set without a clear understanding of exactly what it would take to achieve them. Woolworths had recently identified ten key risk areas that impacted on the achievement of its original goals. If the sustainability goals were not reached, Woolworths could lose credibility among its shareholders, staff, and consumers. What did Woolworths need to do to ensure that it achieved its sustainability goals? And had the company been too ambitious in the targets it had set initially, he wondered? Expected learning outcomes To examine the differences, if any, between sustainable development in South Africa and other developing nations and sustainable development in developed nations; to impart an understanding of sustainability in its broadest sense; to investigate the challenges in implementing sustainability strategies in business; to look at ways of measuring the success of sustainability strategies; and to explore whether and how sustainability strategies should differ across industry sectors and across companies. Supplementary materials Teaching notes.
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Herring, John A. « The unpredicted turnaround at Woolworths ». European Management Journal 5, no 3 (septembre 1987) : 149–53. http://dx.doi.org/10.1016/s0263-2373(87)80028-2.
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Banerjee, Swapan. « A Review on Strategic Analysis of Australian Supermarkets ». Journal of Production, Operations Management and Economics, no 26 (8 novembre 2022) : 36–45. http://dx.doi.org/10.55529/jpome26.36.45.
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In Australia, Coles and Woolworths are the two primary participants in the grocery sector. They split about 80% of the whole retail market for groceries. In Sydney, one of Australia's major cities, Woolworths launched new food kiosks in 1924, while Coles opened the country's first supermarket in 1960. Coles and Woolworths consistently share most of the market in the Australian supermarket industry, which is known as a "duopoly." Between Coles and Woolworths and its retailers, there has been an imbalance of market power for the last few decades (suppliers). Numerous studies indicate that Woolworths and Coles conduct business in 840 and 741 supermarkets, respectively, in Australia. However, regardless of the three variables, these essential players can only locate a suitable company in the competitive and non-competitive market. The factors are buying power, selling power, and retail chain. This duopoly, dominated by the two big business groups, can potentially serve each retail product, including ready-to-eat foods, fresh food, and other essential retail products. This short article is concerned with the strategic analysis of the two big players in the Australian market, irrespective of environment, socioeconomic, politics, various usable tools, techniques, rules, and regulations. Swot analysis, the Five force model, value, rarity, imitability, and organization (VRIO) have been reviewed and discussed for both the market leaders. The past, present, and future potentialities also have drawn in the article with the snaky diagram and analytical tables. In conclusion, profit margins are obtained due to successful differentiation, which enables the company to demand even higher prices. Additionally, it promotes customer loyalty, which contributes to the financial stability and growth of the business.
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Banerjee, Swapan. « A Review on Strategic Analysis of Australian Supermarkets ». Journal of Production, Operations Management and Economics, no 26 (8 novembre 2022) : 36–45. http://dx.doi.org/10.55529/jpome.26.36.45.
Texte intégralRésumé :
In Australia, Coles and Woolworths are the two primary participants in the grocery sector. They split about 80% of the whole retail market for groceries. In Sydney, one of Australia's major cities, Woolworths launched new food kiosks in 1924, while Coles opened the country's first supermarket in 1960. Coles and Woolworths consistently share most of the market in the Australian supermarket industry, which is known as a "duopoly." Between Coles and Woolworths and its retailers, there has been an imbalance of market power for the last few decades (suppliers). Numerous studies indicate that Woolworths and Coles conduct business in 840 and 741 supermarkets, respectively, in Australia. However, regardless of the three variables, these essential players can only locate a suitable company in the competitive and non-competitive market. The factors are buying power, selling power, and retail chain. This duopoly, dominated by the two big business groups, can potentially serve each retail product, including ready-to-eat foods, fresh food, and other essential retail products. This short article is concerned with the strategic analysis of the two big players in the Australian market, irrespective of environment, socioeconomic, politics, various usable tools, techniques, rules, and regulations. Swot analysis, the Five force model, value, rarity, imitability, and organization (VRIO) have been reviewed and discussed for both the market leaders. The past, present, and future potentialities also have drawn in the article with the snaky diagram and analytical tables. In conclusion, profit margins are obtained due to successful differentiation, which enables the company to demand even higher prices. Additionally, it promotes customer loyalty, which contributes to the financial stability and growth of the business.
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Smith, Robin James, Jesse Heley et Ian Stafford. « Woolworths and Wales : A Multi-Dimensional Analysis of the Loss of a Local Brand ». Sociological Research Online 16, no 1 (février 2011) : 32–42. http://dx.doi.org/10.5153/sro.2284.
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In this paper we present a multi-dimensional analysis of the closure of Woolworths in Wales and the way in which the loss of this familiar high-street brand can be accounted for at a number of levels and within different social arenas. Primarily, the paper demonstrates how Woolworths is positioned as a symbol of a previous era of consumption centred upon community and place based notions of nostalgia and community. What is striking in the analysis is the similarities in the way in which Woolworths is mobilised as a symbol by the general public and elites; albeit with varying outcomes and affects. In presenting the analysis the paper demonstrates a processual framing as providing a fruitful approach to the combination of different approaches and fields of inquiry (sociology, geography, and political science) without diminishing their distinct contributions.
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A.O. Dos Santos, Maria, Göran Svensson et Carmen Padin. « Implementation, monitoring and evaluation of sustainable business practices : framework and empirical illustration ». Corporate Governance 14, no 4 (29 juillet 2014) : 515–30. http://dx.doi.org/10.1108/cg-02-2013-0022.
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Purpose – This study aims to illustrate what and how a South African retail chain implements, monitors and evaluates its sustainable business practices using economic, ecological and social areas of indices. Design/methodology/approach – The study is based on the content analysis of public documents, such as sustainability and annual reports, of a retail chain. An assessment of sustainability and annual reports for 2008-2011 has been considered to examine how and what this retail chain implements, monitors and evaluates in its sustainable business practices. Findings – Woolworths has a sustainability programme in place that assures that the efforts of sustainable business practices are implemented, monitored and evaluated properly and that their targets for each area of indices are accomplished. Research limitations/implications – The content analysis shows that the areas of indices are important in the implementation, monitoring and evaluation of Woolworths’ spectrum of efforts in sustainability business practices. Practical implications – The study demonstrates practically how Woolworths South Africa implements, monitors and evaluates its sustainable business practices using various areas of indices which fall under the three pillars of sustainability, namely, economic, environmental and social. Originality/value – This research provides insight on what and how a retail chain in South Africa implements, monitors and evaluates its sustainable business practices over time. It also offers an insight into the strategic approach beyond the company’s judicial frontiers and into the supply chain. Furthermore, it shows how a company’s business network can be committed to change towards sustainable business practices.
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Wang, Yining. « A Survey and Research on Woolworths Customer Satisfaction ». American Journal of Industrial and Business Management 12, no 05 (2022) : 1006–11. http://dx.doi.org/10.4236/ajibm.2022.125052.
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Du, Weiyi. « The Feasibility of the Drone Delivery System for Woolworths ». Intelligent Information Management 14, no 04 (2022) : 119–32. http://dx.doi.org/10.4236/iim.2022.144009.
Texte intégralThèses sur le sujet "Woolworths"
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Meyer, Juanita. « The profit zone : Shoprite, Pick 'n Pay, Spar and Woolworths ». Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/53150.
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Thesis (MBA)--Stellenbosch University, 2002.ENGLISH ABSTRACT: Ongoing business sustainability today is one of the major issues facing the management of organizations. How to remain in the profit zone, that area where a company will be allowed to make high profit in its industry, is a constant challenge. Continued profitability in a fast changing industry, where the profit zone moves as competitors offer the same solutions, requires constant innovation, implementation of new ideas and heavy financial commitments. The key is to identify clear and rational business design choices that are responsive to customers and that will ensure profitability. This document will illustrate how the four major food retail companies in South Africa, and their visionary leaders, have reinvented their business designs in ways that kept or returned them to the profit zone. Shoprite's target market is the middle to lower income group. The company has built up core competencies within its business to serve this segment. There are currently a number of issues facing Shoprite's core market, and as a result the company is diversifying its income streams to be less dependant on a vulnerable target market. . The visionary leadership of Raymond Ackerman, who applied principles of customer sovereignty long before his peers, has resulted in one of the best-run companies in South Africa. Pick 'n Pay's ability lies within the middle to upper segment of the market. The company has built its business on one core element - the customer, and has adapted the company business design to meet the needs of the customer and capture value . .Spars' philosophy of giving the small retailer the power to compete with the larger retailer, who buys in bulk, has proved to be a successful formula and is threatening the traditional hierarchy. Owners who are in close contact to customers have the flexibility to align their businesses with the customer requirements. 'Woolworths has one of the strongest brands in the South African retail industry. However, the company has in recent years been in serious trouble having lost its way because it lost touch with its customers. Concentrating back on the core customers and building back confidence in its goods, have taken considerable focus. Each of the business designs are built on a deep understanding of what the customer needs are of the target market they serve and how they will be allowed to make a profit.
AFRIKAANSE OPSOMMING: Een van die grootste knelpunte vir organisasies vandag is volhoubare besigheidsbestuur. Die uitdaging is om in die area te bly waar die organisasie toegelaat sal word om hoë wins te maak. Voortgesette winsgewendheid in 'n industrie waar die wins area veskuif as gevolg van mededingers wat oplossings naboots, vereis voortdurende vernuwing en strawwe finansiële verpligtinge. Die sleutel is om duidelike en rasionele besigheidsontwerpbesluite te neem wat kliente behoeftes aanspreek en wat na 'n wins sal lei. Hierdie dokument beskryf hoe die vier groot voedselhandelaars en hulle leiers hul besighede herontwerp het sodat hulle winsgewend kan bly. Shoprite se teiken mark is die middel - tot lae inkomste groep. Die firma het kern bevoegdhede binne sy besigheid ontwikkel om hierdie segment te bedien. Shoprite diversifeer huidiglik sy inkomste stroom as gevolg van die kwesbaarheid van sy teiken mark. Pick 'n Pay word as een van Suid Afrika se beste bestuurde firmas beskou. Die sukses word toegeskryf aan die leierskap van Raymond Ackerman wat die beginsels van kliënte soewereiniteit lank voor sy portuurgroep geïmplimenteer het. Pick 'n Pay se fokus is die middel - tot hoë inkomste groep. Die firma is op een kern element gebou, die kliënt, en sy besigheids ontwerp is aangepas om die behoeftes van die kliënt te bevredig. Spar se filosofie is om die kleiner handelaar in 'n posisie te stel om met die groot handelaar, wat in grootrnaat aankoop, te kan meeding. Die groei wat Spar toon bedreig die traditionele hiërargie en bewys die sukses van hierdie formule. Winkel eienaars wat noue kontak met kliënte het, kan hulle besighede aanpas om in kliënte se behoeftes te voorsien. Woolworths het een van die sterkste handelsmerke in die Suid Afrikaanse handels industrie. Die firma was in die laaste paar jaar in groot moeilikheid omdat hy tred verloor het met sy kliënte. Deur weer te konsentreer op die kern kliënt en om vertroue op te bou in sy goedere het beduidende fokus vereis. Elk van die besigheids ontwerpe is gebou op 'n intieme begrip van die behoeftes van die teiken mark wat bedien word en hoe die firma toegelaat sal word om 'n wins te maak.
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Casarin, Paul. « The impact of information technology on knowledge creation in Woolworths ». Master's thesis, University of Cape Town, 1999. http://hdl.handle.net/11427/9056.
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Bibliography: leaves 101-107.The impact of Information Technology (IT) on knowledge creation (KC) in companies is both an interesting and challenging topic. This study investigated what the use of IT does to support KC and how it works to bring about that support. Two case studies on the development of Woolworths Financial Services (WFS) products were undertaken. By combining two existing theoretical models, a research framework was developed and used to collect data and interpret the findings. The findings suggested that as knowledge is created in companies, so the level of support provided by IT increases. That is, when sharing tacit knowledge, IT provided limited support. However, during the dissemination of knowledge throughout the organization, IT was seen to provide multiple levels of support. The study attempted to provide management with a framework to assess their suite of IT applications and how they provide support to the KC process. Further discussion and debate around the framework may lead to opportunities to increase the support provided by IT in companies.
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Berning, Anika. « Sustainable supply chain engagement in a retail environment : the case of Woolworths food suppliers ». Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/95997.
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Thesis (MComm)--Stellenbosch University, 2014.ENGLISH ABSTRACT: Sustainability is a key requirement for business success and is often regarded a competitive advantage if strategically managed. Sustainability-mature organisations look to their value chains where the retailer-supplier relationship becomes critical in embedding sustainability. With this in mind, it has been established that a large South African retailer, Woolworths, has limited insight into the level of engagement in terms of sustainability with its key food suppliers, and no knowledge of the effectiveness of current tools used in enhancing their supply chain sustainability. This poses a problem, as it hinders the full implementation of Woolworth’s sustainability strategy across their value chain. In response to this, a study was undertaken to establish the level of engagement in terms of sustainability and obtain supplier feedback on the effectiveness of current tools used to enhance Woolworth’s supply chain sustainability. To facilitate this, the United Nations’ Global Compact and the Supply Chain Sustainability Guideline were utilised. Secondary research was conducted by means of a literature review covering the theoretical concepts of corporate social responsibility, sustainability, supply chain sustainability and retailer-supplier collaboration. The qualitative and exploratory nature of the study necessitated a case study research design, while the technique of purposive sampling was used to select the sample of three of Woolworths’ food suppliers. Data was collected by means of semi-structured interviews facilitated by an interview guide, and data analysis was conducted with Atlas.ti software. It was determined that the current engagement around sustainability between Woolworths and their suppliers is still at a basic and broad level, with a strong environmental focus. Additionally, monitoring and support of sustainability initiatives seems to be lacking. Managerial implications emphasise the importance of an integrated sustainability approach driven by the retailer and a strong focus on collaboration and communication with suppliers around ongoing sustainability challenges and opportunities. The United Nations Global Compact Supplier Engagement Continuum was utilised as a framework to map the current level of engagement and was amended for use in the South African context. Future research agendas suggest replica studies in other industries, and that the amended continuum should be tested and further refined for the South African context. In conclusion, specific propositions were formulated to aid future research.
AFRIKAANSE OPSOMMING: Volhoubaarheid is ‘n sleutel vereiste vir besigheidsukses en word dikwels gesien as ‘n mededingende voordeel indien dit strategies bestuur word. Volhoubaar-volwasse organisasies fokus op hul waardekettings waar die kleinhandelaar-verskaffer verhouding krities is vir die implementering van volhoubaarheid. Met bogenoemde in gedagte, is dit bevind dat ‘n groot Suid-Afrikaanse kleinhandelaar, Woolworths, beperkte insig het aangaande die vlak van samewerking in terme van volhoubaarheid met sleutel voedselverskaffers. Verder is daar ook geen kennis oor die effektiwiteit van huidige tegnieke wat gebruik word om volhoubaarheid in hul waardeketting te bevorder nie. Dit skep ‘n probleem aangesien dit die effektiewe implementering van Woolworths se volhoubaarheidstrategie in hul waardeketting verhinder. Dus is ‘n studie onderneem om die vlak van betrokkenheid in terme van volhoubaarheid te bepaal, sowel as om terugvoer vanaf verskaffers in te samel aangaande die effektiwiteit van huidige volhoubaarheidsinisiatiewe. Om dit te fasiliteer was daar van die United Nations Global Compact en die Supply Chain Sustainability Guideline gebruik gemaak. Sekondêre navorsing was uitgevoer deur middel van ‘n literatuur studie wat fokus op die teoretiese konsepte van korporatiewe sosiale verantwoordelikheid, volhoubaarheid, waardeketting-volhoubaarheid, en kleinhandelaar-verskaffer samewerking. Die kwalitatiewe en ondersoekende eienskappe van die studie het gelei tot ‘n gevallestudie navorsingsontwerp, terwyl doelgerigte steekproeftrekking gebruik was om die steekproef van drie van Woolworths se voedselverskaffers te identifiseer. Data insameling het deur middel van semi-gestruktureerde onderhoude plaasgevind en was gefasiliteer deur ‘n onderhoudgids. Die data was verwerk en geanaliseer met behulp van Atlas.ti sagteware. Dit is bevestig dat die huidige samewerking tussen Woolworths en hul verskaffers, aangaande volhoubaarheid, steeds op ‘n basiese en breë vlak is met ‘n sterk omgewingsfokus. Addisioneel wil dit voorkom dat volgehoue monitering en ondersteuning van volhoubaarheidspogings tekort skiet. Bestuursimplikasies beklemtoon die belangrikheid van ‘n geïntegreerde volhoubaarheidsbenadering wat gedryf moet word deur die kleinhandelaar. Terselfde tyd word ‘n sterk fokus op samewerking en kommunikasie met verskaffers aangaande deurlopende volhoubaarheidsgeleenthede en –uitdagings benodig. Die United Nations Global Compact Supplier Engagement Continuum was gebruik as raamwerk om die huidige vlak van samewerking te bepaal en was aangepas vir die Suid-Afrikaanse konteks. Toekomstige navorsingsagendas stel voor dat replika studies in ander industrieë gedoen word, en dat die aangepaste kontinuum getoets en verder verfyn word vir die Suid-Afrikaanse konteks. Ten slotte was spesifieke proposisies geformuleer vir toekomstige navorsing.
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Kuhn, Ralph Ulrich. « Woolworths Holdings Limited's (WHL) strategic business positioning in the South African clothing and food industry ». Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/7793.
Texte intégralRésumé :
The South African food and clothing retail industry is highly sophisticated and dominated by a few large competitors. The market is unique and has been shaped by abnormal political influences that have created a polarised society. The market holds a high potential owing to the burgeoning young middle class that is also attracting global attention. This necessitates an increase in economies of scale through expansion and acquisition strategies. Woolworths Holdings Limited has experienced significant growth in tough trading conditions whilst many competitors have lost ground. The Woolworths’ brand is primarily aimed at the high-income groupings but also appeals to the burgeoning middle class with their private-label products. The clothing and food divisions also provide a unique appeal that concentrates on the strong brand name to cater to the polarised nature of the market. The Woolworths Holding Limited (WHL) business model aims to offer superior quality at a lower cost than competitors which competitors find difficult to imitate. The apparent paradox is solved through tightly-knit supplier relationships and a culture demanding continuous improvement. The company is uniquely positioned to service the Living Standards Measure (LSM) 8-10 niche market whilst improving efficiencies. The company drives its competitive advantage over competitors through the key competencies of a reputable brand name, a strong sustainability programme, a strong operation and supply chain network, all of which are crucially-supported by superior and innovative technology utilisation. The study analysed the strategic brand positioning with a focus on the introduction of the supermarket concept. The study indicated that the supermarket concept was a reaction from WHL to consumer’s requirements for a one-stop shop aimed at increasing existing customers’ basket spend and drawing similar new clients. An increase in spend is potentially lucrative to WHL, and the strategy is a viable option as long as the company remains focussed on the core principles of the business model.
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Marraccini, Toni. « Evaluating exposure to and perceptions of the Woolworths Healthy Tuck Shop Guide in Cape Town, South Africa ». Master's thesis, University of Cape Town, 2011. http://hdl.handle.net/11427/11485.
Texte intégralRésumé :
Both under-nutrition and over-nutrition pose a public health concern, especially for children in South Africa. Several initiatives exist in South Africa in order to promote healthy eating and nutrition at schools. One of them is the Woolworths Making the Difference (MTD) Programme aimed at eliminating barriers to promoting healthy lifestyles that exist at schools, such as the availability of low cost, unhealthy foods either from tuck shops or street vendors. The Healthy Tuck Shop Guide is a recent addition to the MTD programme. The aim of this evaluation is to assess schools’ perceptions of the Woolworths Healthy Tuck Shop Guide as it is being utilized in Woolworths Making the Difference schools.
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Smit, Yanic. « Corporate brand rejuvenation ». Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/80485.
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Thesis (MBA)--Stellenbosch University, 2011.The purpose of this study is to investigate why and when corporate brands in the retail environment rejuvenate, with the aim to determine the key components that plays a role in the corporate brand rejuvenation process. Furthermore, the study aims to investigate the impact that the brand rejuvenation has on the four components of Aaker’s brand equity model (brand loyalty, brand awareness, perceived quality and brand association). The study used Woolworths as a case study and is divided into three sections. The first section aims to study the principles and concepts of corporate brand rejuvenation. Secondly, the study aims to investigate the process of brand rejuvenation in Woolworths. The last section will investigate the impact that brand rejuvenation has on the four components of Aaker’s brand equity model (brand loyalty, brand awareness, perceived quality and brand association). A qualitative research design was selected with a single case study at Woolworths South Africa. The case study examines the thought process of the decision makers during the brand rejuvenation process and the effect that the business model had on the corporate brand rejuvenation. The study also aims to investigate if the life cycle of the brand plays a vital role in the rejuvenation process of the corporate brand. The study will go into more depth on the effect that the world recession had on the corporate brand rejuvenation process and determine whether the corporate brand rejuvenation had a positive effect on the bottom line of the business. The study found that Woolworths mostly went against the principles and theory of corporate brand rejuvenation, yet the organisation still showed good growth after the brand rejuvenation process. Furthermore, even though Woolworths did not use theory as a guideline for brand rejuvenation, the strategic decisions made within the business model had a very positive effect on the bottom line of the business. It is clear from this study that the brand strategy needs to be aligned with the business strategy. The principles of brand rejuvenation will differ from industry to industry and therefore it is recommended that theory needs to be written on corporate brand rejuvenation, specifically for the retail environment. The processes and principles of brand rejuvenation that work for a service brand such as a bank, will not necessarily work for a retail brand. The study suggests that organisations that decide to rejuvenate brands should have a strong and integrated brand strategy that is aligned with the business model of the organisation.
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De, Kock Stephan Glynn. « An investigation into the viability of applying regression analysis and mathematical science to enhance marketing strategies for the Woolworths financial services personal loans product ». Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/80772.
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Thesis (MBA)--Stellenbosch University, 2007.ENGLISH ABSTRACT: is a common misconception that marketing is all about advertising and other promotional activities. These activities are only part of the marketing process which is in fact about identifying the wants and needs of certain customers and satisfying them better than the competition. However, it must also be borne in mind that these needs and wants change over time as customers change positions in the customer lifecycle. The customer lifecycle of a Woolworths Financial Services personal loan customer is not unlike the generic customer lifecycle of acquisition, development and retention and as such aligns with the principles associated with this theory – acquire, develop and retain as many customers as possible at the lowest cost. The current marketing practices of Woolworths Financial Services are not targeted, focusing on the entire base of prospective customers without any differentiation between those who would most likely respond and those who would not. These practices, however, have provided the opportunity to gain valuable information about the characteristics of those who do respond and those who do not. The use of data mining and regression analysis models (developed on this data) can provide the ability to effectively predict the response curve – ranking and assigning probabilities based on customer behaviour. That being said, these probabilities are of little use if they are not used to optimise the structure of marketing campaigns by determining where to differentiate an offer or not. It is here that mathematical science provides a solution through the optimisation process – the process of computing the mix of variables that provides the best result – in this case the highest number of customers acquired, developed and retained within the constraints of a defined marketing budget. Finally, the result of this process culminates in an increase in shareholder value which would not have been achieved through existing marketing products. The risk associated with implementing this process is negligible, based on empirical evidence regarding the impact of differentiated offers on response rates and as such must be implemented wherever possible.
AFRIKAANSE OPSOMMING: Dit is ‘n algemene wanopvatting dat bemarking net oor advertensie en ander reklame aktiwitiete gaan. Hierdie aktiwiteite is slegs ‘n deel van die bemarkingsproses wat eintlik gaan oor die identifisering van die behoeftes van sekere kliënte en om hulle beter as die opposisie te kan bedien. Dit moet egter in gedagte gehou word dat die behoeftes van kliente oor tyd verander as hulle posisies skuif in die kliëntelewenssiklus. Die kliëntelewenssiklus van ‘n Woolworths Finansiële Dienste persoonlikeleningskliënt is nie anders as die gemiddelde kliëntelewensiklus van verkryging, ontwikkeling en retensie nie, en vergelyk dus met die beginsels wat met hierdie teorie geassosieer word – verkry, ontwikkel en behou so veel as moontlik kliënte teen die laagste koste. Die huidige bemarkingsprosesse van Woolworths Finansiële Dienste is nie beperk nie en fokus op die algehele moontlike kliëntebasis sonder om te onderskei tussen dié wat heel moontlik sal reageer en dié wat nie sal nie. Hierdie praktyk het egter die geleentheid geskep om waardevolle inligting te bekom oor dié wat reageer en dié wat nie reageer nie. Die gebruik van dataontleding en regressie analise modelle (ontwikkel op hierdie data) kan die vermoë skep om effektief die reaksiekurwe te voorspel – rangskikking en aanwysing van waarskynlikhede gebaseer op kliëntegedrag. Gegewe dié afleiding, is hierdie waarskynlikhede van geringe belang as dit nie aangewend word om die struktuur van die bemarkingsveldtog te optimeer deur te bepaal of ‘n aanbieding gewysig moet word of nie. Dit is hier waar wiskundige metodes ‘n oplossing bied deur die optimeringsproses – in hierdie geval die meeste kliënte wat verkry, ontwikkel en behou kan word binne die beperkinge van ‘n geïdentifiseerde bemarkingsbegroting. Ten slotte, die resultaat van hierdie proses lei tot ‘n toename in aandeelhouerwaarde wat nie moontlik sou wees deur bestaande bemarkingsprodukte nie. Die risiko met die implementering van hierdie proses is weglaatbaar klein, gebaseer op die empiriese bewyse aangaande die impak van gedifferensieerde aanbiedings op reaksiekoerse en moet dus geïmplementeer word waar moontlik.
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Fenske, Gail. « The "Skyscraper problem" and the city beautiful : the Woolworth Building ». Thesis, Massachusetts Institute of Technology, 1988. http://hdl.handle.net/1721.1/14037.
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Thesis (Ph. D.)--Massachusetts Institute of Technology, Dept. of Architecture, 1988.Includes bibliographical references.
The "skyscraper problem" challenged the thought and practice of civic designers and architects prior to World War I. It referred to the incompatibility of City Beautiful principles with economically propelled land development, and to the contradiction between the notion of architecture as an art and the skyscraper's programmatic and technical requirements. Civic designers in New York had difficulty accommodating the skyscraper in their large-scale plans. They also found that it intruded on their vision for the business street, hindered their attempts to plan City Hall Park as New York's civic center, and created a chaotic skyline. Bruce Price, Louis Sullivan, Thomas Hastings, Cyrus L.W. Eidlitz, and other architects suggested alternative proposals for subjecting the skyscraper to the constraints of design . Prior to the design of the Woolworth Building, however, architectural critics did not unanimously endorse any single approach. Frank Woolworth chose a site for his proposed headquarters at the intersection of City Hall Park, New York's civic center, with lower Broadway, the spine of its business district . Woolworth commissioned Cass Gilbert to design the Woolworth Building in 1910. Gilbert shared the City Beautiful vision of McKim, Mead & White and Daniel Burnham. He also accepted the skyscraper's pragmatic requirements. Woolworth intended his headquarters to function as a speculative office building, but also to look like a civic institution. The imagery of a civic institution would represent the capitol of his commercial "empire" as well as display his civic-mindedness, wealth, and cosmopolitanism. The Woolworth Building's siting at New York's civic center, its composition, its arcade, and its sculptural and mural decoration identified it with the prevailing concept of the civic building. The soaring vertical piers of its exterior recalled Gilbert's earlier design for the West Street Building, which was influenced by the functionalist ideas of Louis Sullivan. The Woolworth Building convinced critics that a suitable architectural expression could be found for the skyscraper. Zoning reformers regarded it as a benign skyscraper. Contemporary observers attuned to City Beautiful aesthetic principles thought that the Woolworth Building strengthened the order and image of New York's civic center and enhanced the view of the city from afar.
by Gail Fenske.
Ph.D.
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Owens, Aaron M. « “The Price of a Woolworth’s Burger:” The Importance and Overshadowing of the Nashville Sit-Ins ». Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etd/1210.
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This thesis examines the sit-in demonstrations that used direct action and civil disobedience to target segregation at store lunch counters. The Nashville demonstrations were the last sit-in protests to occur that are discussed in this thesis, which also examines the protests in Wichita and Greensboro. Historians argue that the Wichita and Greensboro sit-ins were the most important demonstrations of their kind. The movement in Wichita was the first protest to end segregation policies at targeted stores, and the Greensboro protests led to a direct action movement in over fifty other cities targeting lunch counters. However, the Nashville based sit-ins surpassed the other two cities in planning and organization, demonstrations, and ending results following the protests. This thesis will provide a historical analysis of events in America’s past that led to the sit-in movement; the thesis will also examine the movements within the three cities.
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Hamonic, Wynn Gerald. « "Disney is the Tiffany's and I am the Woolworth's of the business" : a critical re-analysis of the business philosophies, production values and studio practices of animator-producer Paul Houlton Terry ». Thesis, Brunel University, 2011. http://bura.brunel.ac.uk/handle/2438/6436.
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Animator-producer Paul Houlton Terry has been portrayed as having little passion for the animation he produced and being more concerned with making a profit than producing entertaining cartoons with high production values. The purpose of the dissertation is to re-evaluate Terry‘s legacy to animated cartooning by analyzing his business philosophies, production values, and studio practices. Application of four psychodynamic factors to the early life and career of Terry, 1887-1929, found that his economic decision making was characterized by: an external locus of control, risk-averse financial behaviour, extreme saving behaviour through precaution, and shrewd money management practices. Based on Terry‘s historical responses to twelve major economic, technological, or institutional forces of change for the period 1929-1955, the psychodynamic factors were found to provide accurate explanations for his studio practices and production decisions. There was no evidence to support the conclusion that three early career disappointments undermined Terry‘s intrinsic motivation to create animated cartoons. Rather, Terry‘s lack of risk taking, external locus of control, tight studio production schedule, desire to compete with neighbour studio Fleischer, difficulty in separating financial rewards from creative processes in animation, and practice of undertaking surveillance measures on staff may have undermined his and his studio‘s creativity. Archival research found Terry to possess strong passions for and to have made significant creative contributions to the field of animation. Biographical research found that Terry retained a stable nucleus of highly talented artists who dedicated a significant portion of their working careers to the studio. An analysis of the cel aesthetics of a random sample of animated cartoons produced during the years 1930-1955 found that Terry created animated cartoons with above average cel aesthetics when compared to the other studios thereby supporting an inference that Terry was motivated to producing quality crafted animation. Further research is suggested into the role psychodynamic factors and economic decision-making play in the film production process and a clarification of Terry‘s legacy to the field of animated cartoons.
Livres sur le sujet "Woolworths"
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Wartime at Woolworths. [Place of publication not identified] : Pan Books, 2018.
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The Brontës went to Woolworths. New York, N.Y., U.S.A : Penguin Books, 1990.
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Winfield : Living in the shadow of the Woolworths. New York : Thomas Dunne Books, 2003.
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plc, Woolworths Group. Take a new perspective : Careers with Woolworths Group plc. London : Woolworths Group, 2000.
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Long, Vivien. Woolworths - an employer of first choice for store managers?. Oxford : Oxford Brookes University, 1998.
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When the shopping was good : Woolworths and the Irish main street. Dublin : Irish Academic Press, 2010.
Trouver le texte intégralChapitres de livres sur le sujet "Woolworths"
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Bestley, Russ. « “Anarchy in Woolworths” ». Dans The Routledge Companion to Popular Music and Humor, 76–84. New York ; London : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.4324/9781351266642-11.
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Parkinson, Marjan Marandi. « Case Study 4 : Woolworths Group plc ». Dans Corporate Governance in Transition, 203–21. Cham : Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77110-6_10.
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Methner, Nadine. « Adaptation to Climate Change : An Investigation into Woolworths’ Water Management Measures ». Dans Business and Climate Change Governance, 135–55. London : Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137302748_7.
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Methner, Nadine, Ralph Hamann et Warren Nilsson. « The Evolution of a Sustainability Leader : The Development of Strategic and Boundary Spanning Organizational Innovation Capabilities in Woolworths ». Dans The Business of Social and Environmental Innovation, 87–104. Cham : Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-04051-6_5.
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Xu, Yichen. « Complete the Valuation Analysis with Discounted Cashflow Valuation and Multiple Valuations of Enterprise Value Mutiple, Price to Earning, and Pricing to Book Value Take the Woolworth Group under Epidemic as an Illustration ». Dans Proceedings of the 2022 International Conference on Mathematical Statistics and Economic Analysis (MSEA 2022), 28–33. Dordrecht : Atlantis Press International BV, 2023. http://dx.doi.org/10.2991/978-94-6463-042-8_6.
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« Woolworths ». Dans Women With Attitude, 157–66. Routledge, 2003. http://dx.doi.org/10.4324/9780203218099-12.
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« Woolworths Limited, Australia ». Dans Agribusiness Supply Chain Management, 533–605. CRC Press, 2014. http://dx.doi.org/10.1201/b16704-23.
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« Case 7 : Woolworths Limited, Australia ». Dans Agribusiness Supply Chain Management, 563–636. CRC Press, 2014. http://dx.doi.org/10.1201/b16704-27.
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« The Susmans, Woolworths and Marks & ; Spencer ». Dans An African Trading Empire. I.B.Tauris, 2005. http://dx.doi.org/10.5040/9780755624522.ch-012.
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Davies, Joshua. « The language of gesture : Untimely bodies and contemporary performance ». Dans Visions and ruins. Manchester University Press, 2018. http://dx.doi.org/10.7228/manchester/9781526125934.003.0005.
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This chapter explores the medieval interests of two twenty-first century pieces of art: Elizabeth Price’s immersive video installation, The Woolworths Choir of 1979 (2012), and Michael Landy’s Saints Alive (2013). Both of these works turn to medieval culture in order to examine the untimeliness of the body and this chapter traces their sources and explores how their work speaks with, and to, medieval representations of the body. It contextualises Price and Landy’s work with explorations of medieval effigies and the Middle English poem St Erkenwald. The methodology of this chapter is informed by Aby Warburg’s work on gesture in early modern art and interrogates moments of contact and communication across time.
Actes de conférences sur le sujet "Woolworths"
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Admiraal, Wilfried, et Irma Heemskerk. « ONLINE WORKSPACES TO SUPPORT TEACHER COMMUNITIES IN SECONDARY SCHOOLS ». Dans eLSE 2012. Editura Universitara, 2012. http://dx.doi.org/10.12753/2066-026x-12-065.
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Introduction There are steadily expanding claims that teacher community contributes to the improvement in the practices of teaching and schooling (cf., Witziers et al., 1999; Little, 2003; Darling-Hammond and Bransford, 2005) as well as individual teacher development and the collective capacity schools (cf., Seashore Louis et al., 1996; Grossman et al., 2001; Imants et al., 2001; Achinstein, 2002; Piazza et al., 2009). In line with Grossman et al. (2001), we are interested in teacher community at the local level, where interaction, dialogue and trust are necessary elements of building cohesion. Based on the definition of community by Bellah et al (1985), we define a teacher community as ‘a group of teachers who are socially interdependent, who participate together in discussion and decision making, and share and build knowledge with a group identity, shared domain and goals, and shared interactional repertoire’. This means that we distinguish three core features of a teacher community: group identity, shared domain and goals, and shared interactional repertoire. These features refers to the nature of a community (group identity), what a community is about (shared domain), and how it functions (shared interactional repertoire). In a literature review of Brouwer et al. (in press), 31 design principles have been retrieved from the literature about the setup of efficient and effective teacher communities in schools. Examples of design principles are the promotion of interdependence, shared responsibility and individual accountability, the development of guidelines for dealing with conflicts and decision-making, and the consideration of group size and heterogeneity of expertise. The use of online workspaces might solve issues in communication and collaboration of school teachers as well as in establishing feelings of cohesion and trust –in addition to face-to-face interaction and collaboration. However, the problem is that we do not know how online workspace should be designed in order to efficiently and effectively communities of teachers in secondary school. Method and results A systematic review will be presented of online workspaces from the perspective of how teacher communities should be designed in order to effectively and efficiently support collaboration and communication of teachers in secondary schools. These tools includes tools for collaborative writing, file sharing, mind mapping, group communication, social networking, wikis and blogs, web presenting, whiteboarding, web and video conferencing, chat and instant messaging, and project management and event scheduling. Subsequently, online collaboration tools are evaluated on the way their functionalities potentially facilitate the design principles that have been worked out. Literature Achinstein, B. (2002), “Conflict amid community: The micropolitics of teacher collaboration”, Teacher College Record, Vol.104 No.3, pp.421-455. Bellah, R. N., Madsen, N., Sullivan, W. M., Swidler, A., & Tipton, S. M. (1985). Habits of the heart; Individualism and commitment in American life. Berkeley, CA: University of Calidofornia Press. Brouwer, P., Brekelmans, M., Nieuwenhuis, L., & Simons, P. R. J. (in press). Fostering teacher community development A review of design principles and a case study of an innovative interdisciplinary team. Learning Environments Research. Darling-Hammond, L. and Bransford, J. (Eds.) (2005), Preparing teachers for a changing world. What teachers should learn and be able to do, Jossey-Bass, San Francisco. Grossman, P., Wineburg, S., & Woolworth, S. (2001). Toward a theory of teacher community. Teacher College Record, 103, 942-1012. Imants, J., Sleegers, P. and Witziers, B. (2001), “The tension between sub-structures in secondary schools and educational reform”, School Leadership & Management, Vol.21, No.3, pp.289-307. Little, J. W. (2003), “Inside teacher community: representations of classroom practice”, Teachers College Record, Vol.105 No.6, pp.913-945. Piazza, P., McNeill, K.L. and Hittinger, J. (2009), “Developing a voluntary teacher community: The role of professional development, collaborative learning and conflict”, Paper presented at the annual meeting of the American Educational Research Association, April, San Diego, CA. Seashore Louis, K., Marks, H. and Kruse, S. (1996), “Teachers’ professional community in restructuring schools.” American Educational Research Journal, Vol.33 No.4, pp.757-798. Witziers, B., Sleegers, P. and Imants, J. (1999), “Departments as teams: functioning, variations and alternatives”, School Leadership & Management, Vol.19 No.3, pp.293- 304.