Discount Store Research Articles

Entry Strategies to Overseas Markets by Large Discount Stores: Cultural Perspective

다국적기업 글로벌전략의 기본과제는 표준화와 현지화의 적절한 조화를 이루는데 있다고 볼 수 있다. 그리고 현지화 과정 중 국가별 문화의 차이에 대한 조정은 간과하여서는 아니 될 매우 중요한 요소이다. 특히 소매업의 경우에는 글로벌화 보다는 지역화의 정도가 강하여 문화적인 차이의 조정이 매우 중요하다고 할 수 있다. 이에 따라 본 논문은 세계적인 다국적기업이며 대형할인업체인 월마트와 까르푸와 테스코와 코스트코의 문화적인 차이 조정에 대한 사례분석을 하였다. 진출의 형태와 회사명과 경영진, 소비문화의 특성, 매장구성의 문제점, 가격과 서비스에 관한 문화, 업적 평가의 문화, 첨단 경영시스템의 표준화와 현지화, 사회적 정서 등 7가지 형태의 문화적인 요소에 대한 분석을 통하여 월마트나 까르푸는 문화적인 차이 조정의 현지화에 성공하지 못하여 국내 시장에서 철수 하였으며, 동일한 외국계 대형할인업체인 테스코는 문화적인 차이 조정에 성공을 하여 국내에서 사업을 지속하고 있는 것으로 분석 되었다.

A Study on the Effects of Service Quality, Service Value, Emotional Response and Reputation on Customer Satisfaction and Repurchase Intention in Discount Store

A Study on the Effects of Service Quality, Service Value, Emotional Response and Reputation on Customer Satisfaction and Repurchase Intention in Discount Store

One for all and all for one

PurposeThis paper reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsAccording to one well‐entrenched belief, it is not what, but who, people know that enables them to get on in life. These sentiments can be applied to the world of commerce too. Business annals will testify how many companies developed links with powerful others and completely transformed their fortunes as a result. For the little guys, any chance to build such associations can be a godsend. In the retail sector, for instance, small and medium enterprises (SMEs) often face considerable challenges in their quest to succeed. Resources are naturally limited, as is the time to engage in important market research. Then there is the level of competition. Discount stores frequently muscle in and threaten their already modest customer base. Some analysts predict that changes within the business environment will make things even tougher for smaller concerns over the next few years. In the face of this apparent adversity, how can SMEs respond? One possibility is to join with similar operators and create a network.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Factors Influencing Store Patronage: A Study of Modern Retailers in Bangkok Thailand

Discount stores, hypermarts, and supermarkets have been dominating the retail industry in Thailand for a long time. This research aims at investigating what factors affect Thai customers purchasing goods and services from such types of retail stores in Bangkok, Thailand. 424 respondents were selected from 4 areas in Bangkok; correlations and multiple regressions statistical analyses were employed to estimate relationships between independent and dependent variables. The results show that factors correlated with purchase of goods and services from modern retail stores were distance from home, distance from workplace, purchase intention, customer satisfaction, perceived service quality, personal income, and household income. However, when considered with significant factors and multicollinearity, only three factors: distance from workplace, purchase intention, and personal income could be used to create a predicting equation. Discussions and future research are addressed at the end.

Effects on Organizational Relation Characteristics and Performance from the Internal Business Process, Learning & Growth of BSC -Focused on Large-Scale Discount stores -

Effects on Organizational Relation Characteristics and Performance from the Internal Business Process, Learning & Growth of BSC -Focused on Large-Scale Discount stores -

An empirical investigation of Wal‐Mart's expansion into food retailing

AbstractAfter revolutionizing the concept of mass merchandising with its Discount Stores, Wal‐Mart has entered food retailing with its Supercenters, and has become the largest food retailer in the United States. Despite its relevance, little empirical research has focused on explaining the company's entry and expansion into food retailing. Wal‐Mart's expansion into food retailing through its store conversion strategy is analyzed using an industrial organization entry framework. The results show that Wal‐Mart's store conversion strategy has targeted largely populated areas with low population density, a high percentage of population receiving food stamps, and where the presence of incumbents is modest. The results also provide evidence that as the company moves toward saturation of local markets and increases store conversion rates, it may be forced to reconsider some of its strategic decisions based on the exploitation of economies of density and store conversion. © 2010 Wiley Periodicals, Inc.

How Much Lower are Prices at Discount Stores? An Examination of Retail Food Prices

Nontraditional stores, including mass merchandisers, supercenters, club warehouse and dollar stores, have increased their food offerings over the past 15 years and often promote themselves as lower priced alternatives to traditional supermarkets. How much lower are food prices at these stores? In order to better understand nontraditional stores’ impact on the cost of food, ERS analysts evaluate food price differences between nontraditional and traditional stores at the national and market level using 2004-06 Nielsen Homescan data. Findings show that nontraditional retailers offer lower prices than traditional stores even after controlling for brand and package size. Comparisons of identical items, at the Universal Product Code (UPC) level, show an expenditure-weighted average price discount of 7.5 percent, with differences ranging from 3 to 28 percent lower in nontraditional stores than in traditional stores. Nontraditional stores in metro areas where such stores have a higher-than-average market share have smaller and less frequent price discounts than those in areas where such stores have a lower market share.

Mutual Funds: Portfolio Structures, Analysis, Management, and Stewardship

Mutual Funds: Portfolio Structures, Analysis, Management, and Stewardship

Effects of Food Selection Attribute on Post-purchase Consumer Behavior in Big Discount Stores

Effects of Food Selection Attribute on Post-purchase Consumer Behavior in Big Discount Stores

Effects of Food Selection Attribute on Post-purchase Consumer Behavior in Big Discount Stores

Effects of Food Selection Attribute on Post-purchase Consumer Behavior in Big Discount Stores

Food Retail Competitive Strategy in Recession Economy: A case of Successful Foreign Discount Stores in Finland

The study aims to increase our knowledge of how a retailer can survive in recession economy by changing its competitive strategy. In particular, the study is to identify those strategies that can help retailers to maintain successful performance despite turbulence in the operational environment. A case study approach is employed to explore a whole picture of a successful retailer’s actions and strategy to scope with down turn economy. Results of the study show that retailers can maintain and improve their performance in times of crisis by adjusting their competitive strategies properly. We found that in recession period, retailers need to exercise a combination of competitive strategies including low cost focus and differentiation focus strategy. To be able to enhance low cost strategy, retailers need to have logic logistic center, to increase effectiveness of employees, and to reduce wastes from right-ordered for fresh food products, to strictly utilize first-in-first-out food product displaying methods. For focus strategy, firms need to pull unprofitable products from the shelves, and to focus on profit-driven product selection, to focus their promotion campaign on the most effective time and channel. In differentiation strategy, retailers need to be more selective for which products to offer, and to be more creative in their promotion program.

An Impact of Customer Service and Loyalty Program of Large Discount Store on Perceived Price and Satisfaction -Focused on Moderating Role of Monitering and Communication-

An Impact of Customer Service and Loyalty Program of Large Discount Store on Perceived Price and Satisfaction -Focused on Moderating Role of Monitering and Communication-

Turning Bias and Walking Patterns: Consumers' Orientation in a Discount Store

Turning Bias and Walking Patterns: Consumers' Orientation in a Discount Store

A Study on Visual Merchandising of Discount store based on Consumer Mental model

A Study on Visual Merchandising of Discount store based on Consumer Mental model

The Positive Analysis on the Consumers Discount Store Selection Factors and Perceptions of Satisfaction - The Case of Incheon -

The Positive Analysis on the Consumers Discount Store Selection Factors and Perceptions of Satisfaction - The Case of Incheon -

Wal‐Mart Stores, Inc.

AbstractRetail ‐ General (MIC: SIC: 5331 NAIC: 452990)Wal‐Mart Stores operates in three business segments: Wal‐Mart Stores, Sam's Club and International. Co.'s Wal‐Mart Stores retail formats include: Supercenters, Discount Stores and Neighbourhood Markets. Co.'s Sam's Club segment consists of membership warehouse clubs, which operate in the U.S., and the segment's online retail format, samsclub.com. As of Jan 31 2008, Co.'s International segment consisted of retail operations in Argentina, Brazil, Canada, China, Costa Rica, El Salvador, Guatemala, Honduras, Japan, Mexico, Nicaragua, Puerto Rico, and the U.K. As of Jan 31 2008, Co. operated 971 discount stores, 2,447 supercenters, 591 Sam's Clubs and 132 Neighborhood Markets in the U.S.

Wal‐Mart Stores, Inc.

AbstractRetail ‐ General (MIC: SIC: 5331 NAIC: 452990)Wal‐Mart Stores operates in three business segments: Wal‐Mart Stores, Sam's Club and International. Co.'s Wal‐Mart Stores retail formats include: Supercenters, Discount Stores and Neighbourhood Markets. Co.'s Sam's Club segment consists of membership warehouse clubs, which operate in the U.S., and the segment's online retail format, samsclub.com. As of Jan 31 2008, Co.'s International segment consisted of retail operations in Argentina, Brazil, Canada, China, Costa Rica, El Salvador, Guatemala, Honduras, Japan, Mexico, Nicaragua, Puerto Rico, and the U.K. As of Jan 31 2008, Co. operated 971 discount stores, 2,447 supercenters, 591 Sam's Clubs and 132 Neighborhood Markets in the U.S.

Shopping values of clothing retailers perceived by consumers of different social classes

With the advent of diverse forms of retailing, competition among retailers is becoming more intense. Due to this phenomenon, retailers now require marketing strategies that can differentiate themselves from other retailers. However, there is a lack of research on what kind of shopping values consumers perceive from the retailers they visit. This paper analyzes dimensions of shopping values consumers perceive and variations in perceived shopping values according to the types of clothing retailers, be it a department store, discount store, or internet shopping mall. More specifically, the paper analyzes the moderating effect of consumers’ different social class in perceiving the shopping values of each retailer. The results show that shopping value consists of five major constructs: experiential, diversional, reliable, efficient, and self-expressive shopping values. We also found that consumers perceive more experiential, diversional, and reliable shopping values in department stores and internet shopping malls than in discount stores, and self-expressive shopping value is highly perceived in department stores. However, consumers’ social class can moderate the perception of shopping values for department stores and internet shopping malls, but not for discount stores. Discount store shopping is likely to provide consistent shopping values to consumers of all classes. Based on these findings, managerial implications are then presented.

Wal‐Mart Stores, Inc.

AbstractRetail ‐ General (MIC: 5.2 SIC: 5331 NAIC: 452990)Wal‐Mart Stores operates in three business segments: Wal‐Mart Stores, Sam's Club and International. Co.'s Wal‐Mart Stores retail formats include: Supercenters, Discount Stores and Neighbourhood Markets. Co.'s Sam's Club segment consists of membership warehouse clubs, which operate in the U.S., and the segment's online retail format, samsclub.com. As of Jan 31 2008, Co.'s International segment consisted of retail operations in Argentina, Brazil, Canada, China, Costa Rica, El Salvador, Guatemala, Honduras, Japan, Mexico, Nicaragua, Puerto Rico, and the U.K. As of Jan 31 2008, Co. operated 971 discount stores, 2,447 supercenters, 591 Sam's Clubs and 132 Neighborhood Markets in the U.S.

A Effect of Store Characteristics of Large Discount Store on Behavioral Intentions of Customer- The Mediation Role of Customer’s Emotion and Relationship Quality -

A Effect of Store Characteristics of Large Discount Store on Behavioral Intentions of Customer- The Mediation Role of Customer’s Emotion and Relationship Quality -