Managing retail productivity and profitability:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Basingstoke u.a.
Macmillan
1996
|
| Edition: | 1. publ. |
| Series: | Macmillan business
|
| Subjects: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007395778&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Physical Description: | XX, 290 S. graph. Darst. |
| ISBN: | 0333644182 |
Staff View
MARC
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| 100 | 1 | |a Walters, David |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Managing retail productivity and profitability |c David Walters and Dominic Laffy |
| 250 | |a 1. publ. | ||
| 264 | 1 | |a Basingstoke u.a. |b Macmillan |c 1996 | |
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Record in the Search Index
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| adam_text | Contents
List of Tables jx
List of Figures xi
List of Abbreviations xv
Introduction xvii
Spreadsheet Model xix
PART I EXPLORING CONCEPTS AND MODELS IN
PRODUCTIVITY AND PROFITABILITY
1 Development in retailing and retail management 3
Introduction 3
Developments in retailing management 3
Towards a strategic view of retailing 7
Revisiting the strategy model 11
A review of recent retailing decisions 21
Food retailing 21
Mixed and non food retailing 27
Conclusions and implications for management 36
2 Productivity, profitability and performance: introduction
to issues for cash flow and productivity 41
Introduction 41
Productivity and the planning gap 4!
Broader issues 64
A range of performance measures 71
Corporate expectations 77
Summary 7S
3 Profitability and productivity: decision areas 79
Introduction 79
Decision making in retailing: a framework 80
The nature of retailing decision: facilitating decision areas 83
Performance facilitating factors 87
v
vi Contents
The nature of retailing decisions: performance
determination areas 92
Operational and strategic decisions 98
Summary 99
4 Managing the margin spread 101
Introduction 101
The margin spread 101
Costs 104
Improving margin spread performance 106
Increase operational sales volume 108
Improve productivity and profitability 113
Summary 117
5 Managing the asset base 120
Introduction 120
Characteristics of asset productivity 120
Fixed asset 123
Net current assets 128
Summary 132
6 Modelling performance options 134
Introduction 134
Customer expectations 134
Corporate performance expectations and resource
allocation 138
Strategic performance 140
Operational performance 144
Time perspectives: operational and strategic trade off
choices 145
Developing a performance measurement model 149
Strategic decisions and actions 151
Operational decisions and actions 153
Managing cash flows 156
Summary 159
7 Productivity and profitability: planning and control 161
Introduction 161
A visual approach 162
An overall approach 167
An illustrative example: Argos Pic 169
Summary 171
Contents vii
PART II PRODUCTIVITY AND PROFITABILITY
PLANNING AND CONTROL: DECISIONS AND
INFORMATION
8 Productivity and profitability decision and information
requirements 177
Introduction 177
Establishing objectives 179
Information for planning and control: a decision support
approach 182
Information content for productivity, profitability and
planning and control 188
Information presentation: a decision support system 190
Summary 195
9 Productivity and profitability planning and control:
decision types 198
Introduction 198
Planning and control for merchandise decisions 201
Planning and control for customer service decisions 217
Planning and control for store environment decisions 231
Planning and control for communications decisions 226
Summary 237
PART III APPLYING THE PRODUCTIVITY/
PROFITABILITY MODEL: THREE
CASE STUDIES
Introduction 242
10 DoleysPlc 243
Introduction 243
The need for changes 243
Changes in the mid 1980s 244
Planning for strategic repositioning 244
Problems in the foreseeable future 247
Some issues for concern 249
11 Kookaburra Holdings Pic 259
Introduction 259
A review of the component companies
Comment: 1989 93 263
Hypothesis 1994 264
Conclusions 269
viii Contents
12 Floorwise Pic
Introduction 270
Floorwise merchandise strategy 273
The options 275
Conclusions 280
References 281
Index 282
List of Tables
9.1 Identifying a strategic response to changes in the
competitive environment 206
9.2 Identifying an operational response to changes in the
competitive environment: an operational merchandise
decision 213
9.3 Strategic Repositioning: a response to a customer trend
for service facilities 219
9.4 Operational customer service decision to increase staff
response to customer requests for in store information
concerning use of products 223
9.5 Strategic store environment decisions: a repositioning
response (a ladieswear retailer) 228
9.6 Operational store environment decisions: responding to
customers preferences for merchandise co ordination
and ideas 232
9.7 Strategic communications decisions: developing customer
loyalty and customer spend 236
9.8 Operation communications: a response to improve the
perceptions of company prices 239
10.1 Customer preferences survey, 1988 93 comparisons
(1988=100) 248
10.2 Tracking study: six monthly reporting of customer
perceptions of competitive performance. October 1993
and April 1994 250
10.3 Identifying operational response options to changes in the
competitive environment 252
10.4 Performance review and revised objectives: current
period + 2 years 255
10.5 Current and planned performance for key activities 258
111 Kookaburra Holdings: contribution to revenue and profit 260
11.2 Growth of revenues and profits 261
11.3 Calculation of Kookaburra maximum sustainable growth
rates. 1990 3 266
11.4 Kookaburra Pic balance sheet 1993 and 1994 proforma
(£m) 268
x List of Tables
12.1 Floorwise Pic profit and loss account 1993/94 270
12.2 Floorwise Pic balance sheet data: 1989/90 1993/94 271
12.3 Floorwise Pic: primary performance characteristics 273
12.4 Branch assets: operation productivity and profitability for
Floorwise Pic 274
12.5 Strategic productivity and profitability for Floorwise
Pic (E000) 275
12.6 Product mix details, price levels, range profile, margins
and sales 276
12.7 Floorwise Pic: concessions primary performance
characteristics 277
12.8 Operational productivity and profitability (concessions only) 278
12.9 Strategic productivity and profitability industry concessions 279
List of Figures
1.1 A generic financial model of the firm 8
1.2 Alternative methods of filling the planning gap 12
1.3 Differentiation for competitive advantage 14
1.4 Strategic, operational and resource allocation activities 16
1.5 Examples of strategic decision making among major
retailing businesses 37
2.1 Strategic and operational decisions 42
2.2 The BCG growth/share matrix 44
2.3 An ideal product life cycle 46
2.4 Merchandise format mix overtime for ladiesw^ar retailer 47
2.5 Merchandise mix : cash generation characteristics and
portfolio patterns 48
2.6 The importance of considering market segment
characteristics 49
2.7 The growth/gain matrix showing the influence of the
maximum sustainable growth rate on decision making 50
2.8 A hypothetical assortment/business profile 54
2.9 Factors influencing the size of maximum sustainable
growth rate 55
2.10 Using the planning gap for cash flow projection 57
2.11 Frontier curves: growth versus use of cash 59
2.12 Hypothetical assortment/format profile using frontier curve
analysis ^0
2.13 Target growth rates for the business (100 per cent cash
retention) fi1
2.14 Frontier curves when the debt to equity ratio is varied
across a range of earnings retention rates 62
2.15 Identifying alternative methods for closing the planning gap 63
2.16 Components of business performance 70
2.17 Productivity/profitability performance measurement 73
2.18 Productivity/profitability performance measures 76
3.1 Performing related decision making to achieve
¦ V )
productivity and profitability
3.2 A model of the business indicating decision influence areas 84
3.3 The role of innovation in determining performance 88
xii List of Figures
3.4 The components of service quality 90
3.5 The components of flexibility/customer satisfaction 91
3.6 The components of competitiveness: decision areas 94
3.7 Financial performance: decision areas 97
4.1 Components of the margin spread 102
4.2 The relationship between margin management and asset
management 105
4.3 Improving the performance of the margin spread 107
4.4 The impact on gross margin of differentiation and
competition 114
4.5 Components of the margin spread (and the asset base):
managing productivity and profitability 117
4.6 Facilitating/determining factors and the margin spread 118
5.1 Influence on asset performance 121
5.2 Components of fixed and net current assets 124
5.3 Facilitating and determining performance factors and the
asset base 132
6.1 Strategic and operational decisions using the strategic
profit model 135
6.2 Corporate expectations and objectives 139
6.3 Overall implications and issues for strategic resources
allocation 141
6.4 Strategic resource allocation: decisions and options 142
6.5 Overall implications and issues for operational resource
allocation 144
6.6 Operational resource allocation: decisions and options 146
6.7 The effect of a volume increase in sales (25 per cent over
two year period) on profitability and operational cash flow 148
6.8 The SPM expanded (from Lusch) 149
6.9 An overall view of the productivity/profitability
performance model 50
6.10 Strategic decisions and alternatives 152
6.11 Ratio analysis of strategic decisions and alternatives 154
6.12 Operational decisions and alternatives 155
6.13 Ratio analysis of operational decision and alternatives 157
6.14 Cashflow decision and options 158
6.15 Ratio analysis of cash flow issues strategic and
operational decisions 59
7.1 The GMROI model I62
7.2 Expanding the GMROI model to consider the resource/
asset base at an operational level 164
List of Figures xiii
7.3 The strategic performance model (SPM) 164
7.4 Graphical representation of strategic performance 165
7.5 Strategic and operational performance: an overall
perspective 168
7.6 Strategic decision topics 169
7.7 Operational decision topics 170
7.8 Improving productivity and profitability: an example 172
7.9 Increasing margin spread performance; an example from
Argos Pic (1993/94) 173
8.1 The overall productivity/profitability performance approach 178
8.2 Establishing overall objectives 180
8.3 A decision making process 183
8.4 Strategic decisions for productivity and profitability
performance 184
8.5 Operational decisions for productivity and profitability
performance 185
8.6 Revisiting the margin spread and asset base 186
8.7 Strategic decision influence and the margin spread and
asset base 186
8.8 Operational decision influences and the margin spread and
asset base 187
8.9 Auditing customer expectations and responses and
corporate performance and response 188
8.10 Information content for strategic and operational decisions 189
8.11 Information for strategic productivity and profitability
decisions 191
8.12 Information for operational productivity and profitability
decisions 92
8.13 Structuring information: content and displays 193
8.14 Competitor performance measures 194
8.15 Strategic decision making: funding options 196
8.16 Strategy decisions: alternative values 197
9.1 Positioning: A co ordinatinated response to customer
expectations 98
9.2 (a) Merchandising led positioning, 199
(b) Customer service led positioning, ~()()
(c) Customer communications are used to focus positioning. 201
(d) store format and environment led positioning 202
9.3 Strategic merchandise decisions 203
9.4 A strategic decision/performance trace: merchandise led
decisions
xiv List of Figures
9.5 Decision options: strategic merchandise changes and the
margin spread 211
9.6 Operational merchandise decisions 212
9.7 Strategic customer service decisions 218
9.8 Operational customer service decisions 222
9.9 Strategic store environment decisions 223
9.10 Operational store environment decisions 230
9.11 Strategic customer communications decisions 232
9.12 Operational customer communications decisions 238
10.1 Mapping the available options 256
10.2 Calculating the cost implications of proposed changes to
positioning sales and operating profit 257
11.1 The components of the maximum sustainable growth rate 265
|
| any_adam_object | 1 |
| author | Walters, David Laffy, Dominic |
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| discipline | Wirtschaftswissenschaften |
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| id | DE-604.BV011044600 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T10:05:21Z |
| institution | BVB |
| isbn | 0333644182 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007395778 |
| oclc_num | 35136431 |
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| owner_facet | DE-19 DE-BY-UBM |
| physical | XX, 290 S. graph. Darst. |
| publishDate | 1996 |
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| publisher | Macmillan |
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| spellingShingle | Walters, David Laffy, Dominic Managing retail productivity and profitability Detailhandel gtt Productiviteit gtt Winst op lange termijn gtt Profit Retail trade Labor productivity Einzelhandel (DE-588)4127747-8 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4127747-8 (DE-588)4037278-9 |
| title | Managing retail productivity and profitability |
| title_auth | Managing retail productivity and profitability |
| title_exact_search | Managing retail productivity and profitability |
| title_full | Managing retail productivity and profitability David Walters and Dominic Laffy |
| title_fullStr | Managing retail productivity and profitability David Walters and Dominic Laffy |
| title_full_unstemmed | Managing retail productivity and profitability David Walters and Dominic Laffy |
| title_short | Managing retail productivity and profitability |
| title_sort | managing retail productivity and profitability |
| topic | Detailhandel gtt Productiviteit gtt Winst op lange termijn gtt Profit Retail trade Labor productivity Einzelhandel (DE-588)4127747-8 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Detailhandel Productiviteit Winst op lange termijn Profit Retail trade Labor productivity Einzelhandel Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007395778&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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